MGMT Chap.11

Humility

Being unpretentious and modest rather than arrogant and prideful.

Leadership

The ability to influence people toward the attainment of organizational goals.

Servant leadership

A leader who serves others by working to fulfill followers’ needs and goals, as well as to achieve the organization’s larger mission.

Authentic leadership

Leadership by individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity.

Contingency Approaches

A model of leadership that describes the relationship between leadership styles and specific situations.

Strengths

Natural talents and abilities that have been supported and reinforced with learned knowledge and skills.

Interactive leadership

A leadership style characterized by values such as inclusion, collaboration, relationship building, and caring.

Traits

Distinguishing personal characteristics, such as intelligence, self-confidence, energy, and independence.

Consideration (people oriented)

Describes the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust.

Initiating structure (task oriented)

Describes the extent to which a leader is task oriented and directs subordinates’ work activities toward goal accomplishment.

Situational model

A leadership model that links the leader’s behavioral style with the readiness level of followers.

Substitute for leadership

A situational variable that makes a leadership style redundant or unnecessary.

Neutralizer

A situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors.

Charismatic leadership

A leader who has the ability to inspire and motivate people to transcend their expected performance, even to the point of personal sacrifice.

Critical thinking

Thinking independently and being mindful of the effect that one’s behavior has on achieving goals.

Vision

An attractive, ideal future that is credible yet not readily attainable.

Transformational leaders

A leader distinguished by a special ability to bring about innovation and change by creating an inspiring vision, shaping values, building relationships, and providing meaning for followers.

Transactional leaders

A leader who clarifies subordinates’ roles and task requirements, initiates structure, provides rewards, and displays consideration for followers.

Uncritical thinking

Failing to consider the possibilities beyond what one is told, accepting others’ ideas without thinking.

Pragmatic survivor

A follower who has qualities of all four follower styles, depending on which fits the prevalent situation.

Passive follower

A person who exhibits neither critical independent thinking nor active participation.

Conformist

A follower who participates actively in the organization but does not use critical thinking skills.

Alienated follower

A person who is an independent, critical thinker but is passive in the organization.

Power

The potential ability to influence the behavior of others.

Effective follower

A critical, independent thinker who actively participates in the organization.

Influence

The effect a person’s actions have on the attitudes, values, beliefs, or behavior of others.

Legitimate power

Power that stems from a manager’s formal position in an organization and the authority granted by that position.

Reward power

Power that results from the authority to bestow rewards.

Coercive power

Power that stems from the authority to punish or recommend punishment.

Expert power

Power that results from a leader’s special knowledge or skill in the tasks performed by subordinates.

Referent power

Power that results from characteristics that command subordinates’ identification with, respect and admiration for, and desire to emulate the leader.

Level Five leadership

Highest level in a hierarchy of managers capabilities.

formal leaders

assigned to be leaders as part of their role in a group or organization and have leadership authority based on their position

informal leaders

Are people who do not have formal authority to direct the group but whom people choose to follow because of their personal qualities

Employee-centered leaders

Most effective where there’s established high-performance goal and display supportive behavior to subordinates

Job-centered leaders

Less effective where focus is on meeting schedules, cost management, and production efficiency. Less concern with goal achievement and human needs.