Leadership: Chapter 15

Impoverished Management

(1,1) Means the absence of management philosophy; managers exert little effort toward interpersonal relationships or work accomplishment.

Country Club Management

(1,9) Occurs when primary emphasis is given to people rather than to work outputs.

Middle of the road Management

(5,5) Reflects a moderate amount of concern for both people and production.

Authority Compliance Management

(9,1) Occurs when efficiency in operations is the dominant orientation.

Team Management

(9,9) This is often considered the most effective style and is recommended for leaders because organization members work together to accomplish tasks.

servant leader

A _____ _____ transcends self-interest to serve others and the organization. These types of leaders give things away such as power, ideas, information, recognition, and money.

neutralizer

A _____ counteracts the leadership style and prevents the leader from displaying certain behaviors.

substitute

A _____ for leadership makes the leadership style unnecessary or redundant.

Charismatic Leader

A ______ _____ has the ability to inspire and motivate people to do more that they would normally do, despite obstacles and personal sacrifice.

vision

A ______ is an attractive, ideal future that is credible yet not readily attainable.

Humility

A complete lack of ego.

Will

A fierce resolve to do what is best for the organization.

stability and order

A primary distinction between management and leadership is that management promotes ______ and _____ within the existing organizational structure and systems.

alienated follower

An _____ _____ is a person who is an independent, critical thinker but is passive in the organization. They are effective followers, experienced setbacks, cynical, and focused on the shortcomings of their boss.

Level 5: Executive

Builds enduring greatness through a paradoxical blend of personal humility and professional will.

Level 4: Effective Leader

Catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards.

Chapter 15

Chapter 15

visionary leadership

Charismatic leaders are skilled in the art of _____ _____.

1. Situational Model of Leadership 2. Leadership Model 3. Substitutes-for-leadership concept

Contingency approaches include?

Level 2: Contributing Team Member

Contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting.

Level Five Leadership

Developed by Jim Collins and has 5 levels of manager capabilities.

readiness level

Effective leaders adapt their style according to the ______ _____ of the people they manage.

1. Pursue their purpose with passion 2. Practice solid values 3. Lead with their hearts as well as their heads 4. Leaders establish connected relationships 5. Authentic leaders demonstrate self-discipline

Five characteristics of Authentic Leaders are?

Leader qualities

Focus on people: - Visionary - Promotes change - Defines purpose - Nurtures - Innovates - Personal power

Manager qualities

Focus on the organization: - Rational - Maintains stability - Assigns tasks - Organizes - Analyzes - Position Power

management; leadership

Good _____ is needed to help the organization meet current commitments, while good _____ is needed to move the organization into the future.

1. Employee-centered leaders 2. Job-centered leaders

In the University of Michigan studies, they had two classifications of types of behaviors for leaders, what are they called?

The telling style

Is a highly directive style and involves giving explicit directions about how tasks should be accomplished.

The selling style

Is one where the leader explains decisions and gives subordinates a chance to ask questions and gain clarity and understanding about work tasks.

The participating style

Is one where the leader shares ideas with subordinates, gives them a chance to participate, and facilitates decision making.

Leadership

Is the ability to influence people toward the attainment of goals.

vision and change

Leadership promotes ______ and ______.

Level 1: Highly Capable Individual

Makes productive contributions through talent, knowledge, skills, and good work habits.

1. Consideration 2. Initiating structure

Ohio State researchers identified two major behaviors, what are they?

Level 3: Competent Manager

Organizes people and resources toward the effective and efficient pursuit of predetermined objectives.

1. Personal Effort 2. Network of relationship 3. Information

Other sources of power include?

Legitimate Power

Power coming from a formal management position in an organization and the authority granted to it is called _____ _____.

Expert Power

Power resulting from a person's special knowledge or skill regarding the tasks being performed is referred to as _____ _____.

The delegating style

Provides little direction and little support because the leader turns over responsibility for decisions and their implementation.

1. For the fulfillment of their subordinates' goals and needs. 2. For the realization of the larger purpose or mission of their organization.

Servant leaders operate on two levels, what are they?

Situational Model of Leadership

The _____ ____ ___ _____, which originated with Hersey and Blanchard, focuses a great deal of attention on the characteristics of followers determining appropriate leadership behavior. This links the leader's behavioral style with the readiness level of followers.

effective follower

The _____ ____ is both a critical, independent thinker and active in the organization. They behave the same toward everyone, regardless of their position in the organization. Develop equitable relationships with their leaders and do not try to avoid risk or conflict.

Leadership Grid

The _____ _____ is a two-dimensional leadership model that measures the leader's concern for people and concern for production to categorize the leader in one of five different leadership styles.

passive follower

The _____ _____ is one who exhibits neither critical independent thinking nor active participation.

conformist

The _____ actively participates in the organization but does not use critical thinking skills. Concerned only with avoiding conflict. Will carry out any request regardless of the nature of the request.

pragmatic survivor

The ______ _____ has quantities of all four extremes - depending on which style fits with the prevalent situation. Minimizes risk and uses whatever style best benefits his or her own position. They foster the status quo.

Strengths

The best leaders recognize and hone their ______.

1. Team Management 2. Country Club Management 3. Authority compliance Management 4. Middle of the road Management 5. Impoverished Management

The five management types on the leadership grid are?

1. Level Five Leadership 2. Servant Leadership 3. Authentic Leadership 4. Interactive Leadership

The four leadership approaches fit for the turbulent environment of todays business world are?

The Great Man Approach

The idea to find out what made these great people great, and select future leaders who already exhibited the same traits or could be trained to develop them.

Employee-centered leaders

The most effective supervisors were those who established high performance goals and displayed supportive behavior toward subordinates.

1. Use rational persuasion 2. Make people like you 3. Rely on the rule of reciprocity 4. Develop allies 5. Ask for what you want 6. Make use of higher authority 7. Reward the behaviors you want

The seven interpersonal influence tactics are?

Fiedler's theory

The starting point of _____ _____ is the extent to which the leader's style is task oriented or relationship (people) oriented.

favorable; unfavorable

The suitability of a person's leadership style is determined by whether the situation is ____ or _____ to the leader.

1. Legitimate Power 2. Reward Power 3. Coercive Power

The three forms of position power are?

1. Expert Power 2. Referent Power

The two types of personal power are?

Job-centered leaders

These leaders tended to be less concerned with goal achievement and human needs in favor of meeting schedules, keeping costs low, and achieving production efficiency.

Substitute for Leadership

This contingency approach suggests that situational variables can be so powerful that they actually substitute for or neutralize the need for leadership.

1. People 2. Influence 3. Goals

Three aspects of leadership are?

1. Task-oriented behavior 2. People-oriented behavior

Two types of leadership behaviors identified as important for leadership are?

1. The telling style 2. The selling style 3. The participating style 4. The delegating style

With the situational model, a leader can adopt one of four leadership styles, what are they?

Task-oriented

____ ____ leaders are more effective when the situation is either highly favorable or highly unfavorable.

Interactive leadership

_____ _____ means that the leader favors a consensual and collaborative process and influence derives from relationships rather than position power and formal authority. Values associated with this style of leadership are; personal humility, inclusion, relationship building, and caring

Humility and Will

_____ and _____ have recently emerged as important leadership qualities.

Strengths

_____ are natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with his or her best tools for accomplishment and satisfaction.

Traits

_____ are the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and even appearance.

Willingness

_____ refers to a combination of confidence, commitment, and motivation.

Ability

_____ refers to the amount of knowledge, experience, and demonstrated skill a subordinate brings to the task.

Coercive Power

______ ____ refers to the authority to punish or recommend punishment.

Independent critical thinkers

______ _____ _____ are mindful of the effects of their own and other's behavior on achieving organizational goals. They can weigh the impact of their boss's and their own decisions and offer constructive criticism, creativity, and innovation.

Dependent uncritical thinkers

______ _____ _____ do not consider possibilities beyond what he or she is told, does not contribute to the cultivation of the organization, and accepts the supervisor's ideas without thinking.

Referent Power

______ _____ comes from an individual's personal characteristics that command others' identification, respect, and admiration so they wish to emulate that individual.

Relationship-oriented

______ _____ leaders are more effective in situations of moderate favorability.

Reward Power

______ _____ stems form the authority to bestow rewards on other people.

Authentic Leadership

______ _____ which refers to individuals who know and understand themselves, who espouse and act consistent with higher order ethical values, and who empower and inspire others with their openness and authenticity.

Initiating structure

______ ______ is the degree of task behavior, that is, the extent to which the leader is task oriented and directs subordinate work activities toward goal attainment.

Contingency approaches

______ ______ to leadership, explore how the organizational situation influences leader effectiveness.

Consideration

______ falls in the category of people-oriented behavior and is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and establishes mutual trust.

Influence

______ is the effect a person's actions have on the attitudes, values, beliefs, or behaviors of others. The degree of actual change.

Power

______ is the potential ability to influence the behavior of others. The capacity to cause change in a person.

Influence

______ means that the relationship among people is not passive. It is designed to achieve some end or goal.

Transformational leaders

_______ _____ are similar to charismatic leaders, but they are distinguished by their special ability to bring about innovation and change by recognizing followers' need and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors.

Transactional leaders

_______ ______ clarify the role and task requirement of subordinates, initiate structure, provide appropriate rewards, and try to be considerate to and see the social needs of subordinates.