Chapter 14 Power, Influence, & Leadership
|Leadership||is the ability to influence employees to voluntarily pursue organizational goals.|
|Managers||do planning, organizing, directing, and control. Leaders inspire, encourage, and rally others to achieve great goals. Managers implement a company’s vision and strategic plan.|
|Leaders||create and articulate that vision and plan. The table Below summarizes key characteristics of each|
|managerial leadership||defined as “the process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives.|
|Coping with Complexity versus Coping with Change:||Being a Manager: Coping with Complexity|
Being a Leader: Coping with Change
|Being a Manager: Coping with Complexity||– Determining what needs to be done—planning and budgeting.|
– Creating arrangements of people to accomplish an agenda—organizing and staffing.
– Ensuring people do their jobs—controlling and problem solving.
|Being a Leader: Coping with Change||– Determining what needs to be done—setting a direction.|
– Creating arrangements of people to accomplish an agenda—aligning people.
– Ensuring people do their jobs—motivating and inspiring.
|Five Sources of Power||Legitimate Power, Reward Power, Coercive Power, Expert Power, & Referent Power|
|Five Approaches to Leadership||Trait approaches, Behavioral approaches, Situational approaches, Transformational leadership approach, Leader-member exchange E-Leader, Followers|
|trait approaches to leadership||which attempt to identify distinctive characteristics that account for the effectiveness of leaders.|
|Machiavellianism||displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles.|
|Narcissism||is defined as having “a self-centered perspective, feelings of superiority, and a drive for personal power and glory.|
|behavioral leadership approaches||which attempt to determine the unique behaviors displayed by effective leaders.|
|task-oriented leadership behaviors||is to ensure that people, equipment, and other resources are used in an efficient way to accomplish the mission of a group or organization.|
|Relationship-oriented leadership||is primarily concerned with the leader’s interactions with his or her people.|
|Empowering leadership||represents the extent to which a leader creates perceptions of psychological empowerment in others.|
|participative management||the process of involving employees in setting goals, making decisions, solving problems, and making changes in the organization.|
Three basic needs interpersonal contact; meaningfulness of work, autonomy
|Servant leadership||focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself.|
|Passive leadership||is a form of leadership behavior characterized by a lack of leadership skills.|
|contingency leadership model||determines if a leader’s style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand.|
|path-goal leadership model||which holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals and providing them with support.|
|leader-member exchange (LMX) model of leadership||emphasizes that leaders have different sorts of relationships with different subordinates.|
|e-leadership||can involve one-to-one, one-to-many, within-group and between-group and collective interactions via information technology.1|
|Transactional Leadership||Leadership style that focuses on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance,|
|Transformational Leaders||Leadership style that transforms employees to pursue organizational goals over self-interests,|
|Charismatic leadership||Once assumed to be an individual inspirational and motivational characteristic of particular leaders, now considered part of transformational leadership|
|__________ model of leadership emphasizes that leaders have different sorts of relationships with different employees.|
b) Leader-member exchange (LMX)
|b) Leader-member exchange (LMX)|
|________ is about coping wit complexity and ______ is about coping with change.|
a) Perception; attitude
b) Attitude; perception
c) Management; leadership
d) Leadership; management
e0 Middle mangement; top management
|c) Management; leadership|
|Identify forms of task-oriented leadership behaviors||Transactional leadership|
Initiating structure leadership
|Value-based||establish a vision, display passion for it, and support its accomplishment. Communicate high performance expectations and confidence in others’ abilities to meet their goals. Give frequent positive feedback, demonstrate self-confidence|
|Which of the following statements about leadership and management is true?|
Management is about coping with change.
Management and leadership are complementary systems of action.
Leadership is more essential than management.
Leadership and management are synonymous.
Leadership is about coping with complexity.
|Management and leadership are complementary systems of action.|
|__________, which all managers have, is power that results from managers’ authority to reward their subordinates. Rewards can range from praise to pay raises, from recognition to promotions.|
|_____ focuses on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance.|
|In the ______ leadership model, a leader makes desirable rewards available in the workplace and clarifies how followers can obtain them.|
|_____ leadership helps employees pursue organizational goals over self-interests.|
|Which of the following statements is not a practical implication of the behavioral approaches to leadership?|
It is important to train managers on the various forms of relationship leadership.
It is important to train managers on the various forms of task leadership.
How effective a particular leadership behavior is depends on the situation at hand.
A leader’s behavior is more important than his or her traits.
There is one best style of leadership.
|There is one best style of leadership.|
|____ leaders focus on providing increased service to others—meeting the goals of both followers and the organization—rather than to themselves.|
|Which of the following is incorrect about the leader-member exchange (LMX) model of leadership?|
The LMX model emphasizes that leaders have different sorts of relationships with different subordinates.
The LMX model assumes each manager-subordinate relationship is unique.
The LMX model looks at the quality of relationships between managers and subordinates.
The LMX focuses only on the behaviors or traits of leaders.
The quality of the relationship between managers and subordinates is related to turnover.
|The LMX focuses only on the behaviors or traits of leaders.|