Chapter 15 Leadership
Referent power
A type of personal power coming from an individual's personal characteristics that command others' identification, respect, and admiration so that they wish to emulate that individual
Expert powert
A type of personal power resulting from a person's special knowledge or skill knowledge
Leadership grid was made
Blake and McCanse
Fielder's Contingency Theory
Considers whether a situation is favorable or unfavorable in terms of task oriented and relationship oriented leadership styles (looks like DNA)
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, power comes from position
Situational model of leadership was invented by
Hersey and Blanchard
Level 5 leadership
In order to reach the highest "executive" level, leaders must have humility, being unpretentious and modest
_______ researchers came up with employee-centered and job-centered leaders in defining leadership.
Michigan State
________ researchers identifies consideration and initiating structure as behaviors in defining leadership.
Ohio State
________ came up with follower styles
Robert E. Kelley
legitimate power
arises from a formal management position, or an organization of authority
vision
attractive, ideal future that is credible yet not readily attainable
transactional leaders
clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meed the needs of subordinates.
neutralizer
counteracts the leadership style and prevents the leader from displaying certain behaviors
Follower styles
defined by whether a follower is active/passive and independent, critical thinking/dependent, uncritical thinking. the styles are conformist, effective, alienated, passive, and pragmatic survivor.
entrusting style (situational model of leadership)
delegating leader who displays little focus on either task or people needs; use this style when followers have high readiness because of ability and confidence to perform tasks themselves
transformational leader
distinguished by ability to bring about innovation and change by recognizing followers' needs 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
Coaching style (situational model of leadership)
dual-focus leadership provides both task instruction and personal support as needed, use this style when followers have moderate readiness because of confidence to proceed but lack ability
Supporting style
engaging leader encourages, supports, consults with, and develops followers' skills and confidence; use this style when followers have moderate readiness because of ability but lack confidence and need personal support
Directing style (situational model of leadership)
explicit directions, use when followers have low readiness, low ability, lack of confidence
Contingency approaches to leadership
explore how the organizational situation influences leader effectiveness
charismatic leader
has the ability to inspire and motivate people to do more than they normally would, despite obstacles and personal sacrifice. Normally comes from stating a lofty vision of an imagined future, ability to understand and empathize with followers, empowering and trusting subordinates to accomplish results
Qualities of a follower
honest, competent, dependable, cooperative, loyal
Qualities of a leader
honest, competent, forward-looking, inspiring, intelligent
Authentic leadership
individuals who know and understand themselves, who espouse and are consistent with higher order ethical values, and who empower and inspire others with openness and authenticity
interactive leadership
leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and former authority
substitute for leadership
makes the leadership style unnecessary or redundant
consideration
people-oriented: the degree to which the leader is mindful of subordinates ideas and feelings, establishing mutual trust
power
potential ability to influence the behavior of others
Characteristics of authentic leaders
pursue purpose with passion, practices solid values, connects with others, demonstrates self-discipline, leads with heart as well as head
situational model of leadership
rates leadership based on the willingness and ability of followers; i.e. effective leaders vary their style based on the readiness of the followers; also a grid based on people's needs and task needs
Leadership grid
rates leadership from low to high on concern for people and concern for production, with highest being team management. Also includes country club management (high people low concern for production), authority-compliance (high concern for production, low concern for people, and middle of the road management.
reward power
stems from power to bestow rewards
Initiating structure
task oriented, the extent to which the leader is task oriented and directs subordinate work activities toward goal attainment
leadership
the ability to influence people toward the attainment of goals
coercive power
the authority to punish or recommend punishment
influence
the effect that a person's actions have on the attitudes, values, beliefs, or behaviors of others
Task-oriented leaders perform best when
the situation is either very favorable or very unfavorable to the leader
Relationship-oriented leaders perform best when
the situation is immediately favorable to the leader
Servant leader
transcends self-interest to serve others, the organization, and society
Tactics that lead to greater influence
use rational persuasion, help people like you, rely on the rule of reciprocity, develop allies, be assertive - ask for what you want, make use of higher authority