Introduction to Leadership: Concepts, Power, and Management

Vocabulary practice flashcards covering definitions, power dynamics, management distinctions, and effectiveness criteria in leadership studies.

Leadership

A process whereby an individual influences a group of individuals to achieve a common goal.

Four Components of Leadership

(1) it is a process, (2) it involves influence, (3) it occurs in groups, and (4) it requires a common goal.

Trait-Based Leadership

A leadership perspective centered on innate qualities residing within the leader (e.g., intelligence, personality, self-confidence), creating a restrictive, one-way relationship that cannot be learned.

Process-Based Leadership

A leadership perspective centered on two-way interactions between leaders and followers, which is available to anyone and can be learned.

Assigned Leadership

Leadership that is derived from holding a formal position or title within an organization, such as a team captain, manager, coach, director, or administrator.

Emergent Leadership

Leadership that arises when others perceive an individual to be influential regardless of their official title, leading others to support, accept, and alter their behavior based on that influence.

Power

The ability to influence the behavior of others and resist unwanted influence in return; can also be seen as the ability to resist influence attempts (voicing a dissenting opinion, refusing to perform a specific behavior, organizing an opposition group to workers)

Organizational Power

A category of power that derives from an individual's specific position within an organization, comprising legitimate, reward, and coercive power.

Personal Power

A category of power that derives from the individual rather than an organizational role, comprising expert and referent power.

Legitimate Power

A base of organizational power associated with status and formal authority based on an official position (e.g., a judge administering a sentence in a courtroom).

Reward Power

A base of organizational power derived from control over resources or benefits and the capacity to provide rewards to others (e.g., a supervisor complimenting workers who work hard).

Coercive Power

A base of organizational power derived from the ability and capacity to penalize or punish others (e.g., a coach benching a player for being late to practice).

Expert Power

A base of personal power based on others' perceptions of the leader's competence, expertise, skill, or knowledge (e.g., a tour guide possessing knowledge of a foreign country).

Referent Power

A base of personal power that exists when followers identify with, like, and desire to be associated with the leader (e.g., a teacher adored by students).

Coercion

The act of influencing others to do something against their will through the manipulation of rewards and penalties; distinct from leadership because it does not pursue a common goal.

Neutral Process View of Leadership

The perspective that leadership is not guided by or dependent upon a value system that advances the common good.

Moral Process View of Leadership

The perspective that leadership is fundamentally guided by and dependent upon values that promote the common good.

Management (Kotter)

A set of organizational processes focused on providing order and consistency through planning and budgeting, organizing and staffing, and controlling and problem-solving.

Leadership (Kotter)

A set of organizational processes focused on producing change and movement through establishing direction, aligning people, and motivating and inspiring.

Purposeful Social Systems

Identifiable groups of members who work interdependently to accomplish one or more shared objectives.

Performance (Leadership Effectiveness)

An effectiveness attribute achieved when those affected by the system's work (e.g., clients, collaborators, or stakeholders) are reasonably satisfied or pleased with what the system produces.

Viability (Leadership Effectiveness)

An effectiveness attribute where the social system itself becomes more capable as a performing unit over time.

Member Fulfillment (Leadership Effectiveness)

An effectiveness attribute occurring when individual members derive at least as much learning and fulfillment as frustration and alienation from their work within the system.

how does management differ from leadership

prioritizes order and consistency (plans and budget, organize and staff, control and problem solve)

how does leadership differ from management

prioritizes change and movement (establish direction, aligns people, motivates and inspires)

what are some examples of planning and budgeting (management)

establishing agendas, setting timetables, allocating resources

what are some examples of organize and staff (management)

providing structure, matching people to positions, establishing rules and process

what are some examples of control and problem solve (management)

developing incentives, generating solutions, taking correcting action

what are some examples of establishing direction (leadership)

creating a vision, clarifying the big picture, setting strategies

what are some examples of aligning people (leadership)

communicating goals, building commitment, assembling groups and teams

what are some examples of motivating and inspiring (leadership)

energizing, empowering subordinates, satisfying unmet needs

What are the two elements of a purposeful social system

a social system (must be possible to distinguish members from non-members), shared purpose

what are the criteria for leadership

does it include success or effectiveness, does the leader/social system need to achieve or just pursue a common goal

what are the three attributes of leadership effectiveness

performance, viability, and member fulfillment