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.