chapter 14

Leadership

The ability to influence employees to voluntarily pursue organizational goals.

Managerial Leadership

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.

Management vs Leadership

Management is about coping with complexity (planning, budgeting, organizing)

Authority

The right to perform or command

Power

The extent to which a person is able to influence others so they respond to orders.

Personalized Power

Power directed at helping oneself.

Socialized Power

Power directed at helping others.

Legitimate Power

Results from managers' formal positions within the organization.

Reward Power

Results from managers' authority to reward their subordinates.

Coercive Power

Results from managers' authority to punish their subordinates.

Expert Power

Power resulting from one's specialized information or expertise.

Referent Power

Power derived from one's personal attraction (strong, visionary leadership).

Influence Tactics

Conscious efforts to affect or change behaviors in others.

Rational Persuasion

Using logical arguments and factual evidence to persuade.

Inspirational Appeals

Building enthusiasm by appealing to others' emotions, ideals, or values.

Consultation

Getting others to participate in planning, making decisions, and changes.

Ingratiating Tactics

Getting someone in a good mood prior to making a request.

Personal Appeals

Referring to friendship and loyalty when making a request.

Exchange Tactics

Reminding someone of past favors or offering to make a trade.

Coalition Tactics

Getting others to support your effort to persuade someone.

Pressure Tactics

Using demands, threats, or intimidation to gain compliance.

Legitimating Tactics

Basing a request on one’s authority or right, organizational rules, or support from superior.

Trait Perspectives

Attempts to identify distinctive characteristics that account for the effectiveness of leaders.

Positive Task-Oriented Traits

Intelligence, Conscientiousness, Openness to experience, Emotional stability.

Positive Interpersonal Attributes

Extraversion, Agreeableness, Emotional Intelligence.

Negative Interpersonal Attributes

Narcissism, Machiavellianism, Psychopathy.

Narcissism

Having a self-centered perspective, feelings of superiority, and a drive for personal power and glory.

Machiavellianism

A cynical view of human nature and a condoning of opportunistic and unethical ways of manipulating people.

Psychopathy

Characterized by lack of concern for others, impulsive behavior, and a lack of remorse when actions harm others.

Behavioral Leadership Perspectives

Approaches that attempt to determine the unique behaviors displayed by effective leaders.

Task-Oriented Leadership

Ensures that people, equipment, and other resources are used in an efficient way to accomplish the mission.

Initiating-Structure Leadership

Leader behavior that organizes and defines what employees should be doing to maximize output.

Transactional Leadership

Clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.

Relationship-Oriented Leadership

Primarily concerned with the leader’s interactions with his or her people.

Consideration

Leader behavior that is concerned with group members' needs and desires and that is directed at creating mutual respect or trust.

Empowering Leadership

Represents the extent to which a leader creates perceptions of psychological empowerment in others.

Psychological Empowerment

Employees’ belief that they have control over their work (Meaningfulness, Self-determination, Competence, Progress).

Servant Leadership

Focuses on providing increased service to others—meeting the goals of both followers and the organization—rather than to oneself.

Passive Leadership

Form of leadership characterized by a lack of leadership skills (Laissez-faire leadership).

Situational/Contingency Approaches

Believe that effective leadership behavior depends on the situation at hand.

Fiedler’s Contingency Model

Determines if a leader's style is task-oriented or relationship-oriented and if that style is effective for the situation at hand.

Least Preferred Coworker (LPC) Questionnaire

Used to determine leader orientation

Situational Control

Control depends on Leader-member relations, Task structure, and Position power.

House’s Path-Goal Leadership

The effective leader increases employees' motivation by clarifying the paths, or behavior, that will help them achieve goals and providing them with support.

Transformational Leadership

Transforms employees to pursue organizational goals over self-interests

The Four Is of Transformational Leadership

Inspirational motivation, Idealized influence, Individualized consideration, Intellectual stimulation.

Leader-Member Exchange (LMX)

Emphasizes that leaders have different sorts of relationships with different subordinates (In-group vs. Out-group).

E-Leadership

Can involve one-to-one, one-to-many, within-group and between-group and collective interactions via information technology.