Chapter 14 Power, Influence, & Leadership

Leadershipis the ability to influence employees to voluntarily pursue organizational goals.
Managersdo planning, organizing, directing, and control. Leaders inspire, encourage, and rally others to achieve great goals. Managers implement a company’s vision and strategic plan.
Leaderscreate and articulate that vision and plan. The table Below summarizes key characteristics of each
managerial leadershipdefined 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 PowerLegitimate Power, Reward Power, Coercive Power, Expert Power, & Referent Power
Five Approaches to LeadershipTrait approaches, Behavioral approaches, Situational approaches, Transformational leadership approach, Leader-member exchange E-Leader, Followers
trait approaches to leadershipwhich attempt to identify distinctive characteristics that account for the effectiveness of leaders.
Machiavellianismdisplays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles.
Narcissismis defined as having “a self-centered perspective, feelings of superiority, and a drive for personal power and glory.
behavioral leadership approacheswhich attempt to determine the unique behaviors displayed by effective leaders.
task-oriented leadership behaviorsis 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 leadershipis primarily concerned with the leader’s interactions with his or her people.
Empowering leadershiprepresents the extent to which a leader creates perceptions of psychological empowerment in others.
participative managementthe 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 leadershipfocuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself.
Passive leadershipis a form of leadership behavior characterized by a lack of leadership skills.
contingency leadership modeldetermines 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 modelwhich 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 leadershipemphasizes that leaders have different sorts of relationships with different subordinates.
e-leadershipcan involve one-to-one, one-to-many, within-group and between-group and collective interactions via information technology.1
Transactional LeadershipLeadership style that focuses on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance,
Transformational LeadersLeadership style that transforms employees to pursue organizational goals over self-interests,
Charismatic leadershipOnce 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.
a) Trait
b) Leader-member exchange (LMX)
c) Transactional
d) Servant
e) Contingency
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 behaviorsTransactional leadership
Initiating structure leadership
Value-basedestablish 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.
Referent power
Legitimate power
Coercive power
Reward power
Expert power
Reward Power
_____ focuses on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance.
Participative management
Laissez-faire leadership
Transactional leadership
Empowering leadership
Servant leadership
Transactional leadership
In the ______ leadership model, a leader makes desirable rewards available in the workplace and clarifies how followers can obtain them.
transformational
path-goal
passive
behavioral
relationship-oriented
path-goal
_____ leadership helps employees pursue organizational goals over self-interests.
Transactional
Transformational
Laissez-faire
Service
Shared
transformational
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.
Shared
Support
Servant
Transactional
LMX
Servant
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.