MGT - CH14
Legitimate Power
is the authority a manager has by virtue of his or her position in an organization's hierarchy.
Leadership
is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals.
Three situational characteristics of Fiedler's Contingency Model
leader-member relations, task structure, and position power
Relationship-oriented leaders (leadership styles of Fiedler's Contingency)
leaders whose primary concern is to develop good relationships with their subordinates and to be liked by them
Task-oriented leaders (leadership styles of Fiedler's Contingency)
leaders whose primary concern is to ensure that subordinates perform at a high level
Transformational leadership
leadership that makes subordinates aware of the importance of their jobs and performance to the organization and aware of their own needs for personal growth and that motivates subordinates to work for the good of the organization
Transactional leadership
leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance
Social intelligence
listening to others
Leaders
look to the future, chart course for the organization, and attract, retain, motivate, and inspire, and development relationships with employees based on trust and mutual respect.
Transformational managers
make subordinates aware of how important their jobs are for the organization and how necessary it is for them to perform those jobs as best they can so that the organization can attain its goals.
sources of power
Legitimate, reward, coercive, expert, referent
Current trends in leadership study
Level 5 leadership Authentic leadership Leader/member exchange theory Emotional and social intelligence Structural leadership Failsafe leadership Globalization Changing workforce Competition Technology Servant leadership more women
Two leadership styles of Fiedler's Contingency Model
Relationship-oriented leaders, Task-oriented leaders
CONTINGENCY MODELS
Take into account the situation or context which leadership occurs. They propose that whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he or she does, and the situation in which leadership takes place
servant leaders
-leader who has a strong desire to serve and work for the benefit of others -shares power with followers -strives to ensure that followers' -most important needs are met (current trend)
four behaviors of path goal theory
1)Directive behaviors 2)Supportive behaviors 3)Participative behaviors 4)Achievement-oriented behaviors
Leadership substitute
a characteristic of a subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary
path-goal theory
a contingency model of leadership proposing that leaders can motivate subordinates by identifying their desired outcomes, rewarding them for high performance and the attainment of work goals with these desired outcomes, and clarifying for them the paths leading to the attainment of work goals
Leader
an individual who is able to exert influence over other people to help achieve group or organizational goals
consideration
behavior indicating that a manager trusts, respects, and cares about subordinates
Initiating Structure
behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective
Behavioral model two leadership behaviors
consideration, initiating structure
Trait Model
focused on identifying personal characteristics that cause effective leadership
Charismatic Leaders
An enthusiastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be
Intellectual stimulation
Behavior that a manager engages in to make followers are o problems and view these problems in new ways, consistent with the leader's vision
Developmental consideration
Behavior that a manager engages in to support and encourage followers and help them develop and grow on the job
3 CONTINGENCY MODELS OF LEADERSHIP
Fiedler's contingency model, House's path-goal theory, and the leader substitutes model
Three guidelines of path goal theory
Find out what outcomes your subordinates are trying to obtain from their jobs and the organization. Reward subordinates for high performance and goal attainment with the outcomes they desire. Clarify the paths to goal attainment for subordinates, remove any obstacles to high performance, and express confidence in subordinates' capabilities.
The Behavior Model
Focused on what effective managers actually do, i.e., their behaviors.
Emotional intelligence
How to handle ourselves and manage our emotions How to recognize and manage the emotions of others
three ways transformational leaders can influence
Intellectual stimulation, Developmental consideration, Charismatic Leaders
Traits related to effective leadership
Intelligence Knowledge and expertise, dominance, self-confidence, high energy, tolerance for stress, integrity and honesty, maturity
Referent Power
power that comes from subordinates' and coworkers' respect, admiration, and loyalty
Expert Power
power that is based on the special knowledge, skills, and expertise that a leader possesses
personal leadership style
specific way in which he or she chooses to influence other people.
Reward Power
the ability of a manager to give or withhold tangible and intangible rewards
Coercive Power
the ability of a manager to punish others
Position power (situational characteristics of Fiedler's Contingency Model)
the amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization; a determinant of how favorable a situation is for leading
Empowerment
the expansion of employees' knowledge, tasks, and decision-making responsibilities
Leader-member relations (situational characteristics of Fiedler's Contingency) Model
the extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading
Task structure (situational characteristics of Fiedler's Contingency) Model
the extent to which the work to be performed is clear-cut so that a leader's subordinates know what needs to be accomplished and how to go about doing it; a determinant of how favorable a situation is for leading
managers
thought of as those organizational members who establish and implement procedures and processes to ensure smooth functioning and who are accountable for goal accomplishment.
Supportive behaviors (behaviors of path goal theory)
which are similar to consideration and include expressing concern for subordinate looking out for their best interest,
Directive behaviors (behaviors of path goal theory)
which are similar to initiating structure and include assigning tasks, showing subordinates how to complete tasks, taking concrete steps to improve performance
Participative behaviors (behaviors of path goal theory)
which give subordinates a say in matters and decisions that affect them,
Achievement-oriented behavior (behaviors of path goal theory)
which motivate subordinates to perform at the highest level possible by setting very challenging goals, expecting that they be met, and believing in subordinates' capabilities.