Chapter 3

qualities that make a leader

1. vision

2. ability

3. enthusiasm

4. stability

5. concern for others

6. self-confidence

7. persistence

8. vitality

9. charisma

10. integrity

dark triad traits

narcissism, machiavelliaism, psychopathy

narcissism

self-centered perspective, feelings of superiority, and obsession with personal power and glory

machiavellianism

manipulation, cynical view of human nature, and putting self-interest over moral behavior

psychopathy

low concern for others, impulsive behavior, and lack of remorse of guilt

abusive supervision

subordinates’ perceptions of the extent to which supervisors engage in the sustained display of hostile verbal and nonverbal behavior, excluding physical contact

derailment patterns

—failure to meet performance objectives

—inability to build and lead a team

—inability to build positive relations with coworkers

—inability to adapt to changing bosses, followers, and situations

—inadequate preparation for promotion

characteristics of followers

influence the leadership process:

—respect for authority

—interpersonal trust

principles of trust

1. deal openly with everyone

2. consider all points of view

3. keep promises

4. give responsibility

5. listen to understand

6. care about people

situational factors

—size of the organization

—social and psychological climate

—patterns of employment

—type, place, and purpose of work

kinds of intelligence

crystallized and fluid

crystallized intelligence

one’s lifetime intellectual attainments

—ability to use acquired knowledge effectively

fluid intelligence

mental flexibility; process information rapidly

—reasoning, creative thinking, and memory

continuum of leadership styles

directive, participative, free-rein

directive style

leader-centered decision making

—leader decides what is to be done and how it is to be done, and presents the decision to followers, allowing no questions or opposing points of view

—leader attempts to convince followers of the “rightness” of decisions

—leader emphasis

participative style

leader and followers share decision making

—leader announces principles and sets forth methods of decision making, yet permits ideas, questions, and discussion from followers

—leader presents a problem, asks for followers’ ideas, and makes final decisions based on their input

—work group emphasis

free-rein style

follower-centered decision making

—leader presents problems with some boundaries and lets followers make final decisions

—leader allows followers as much freedom as leader has to define problems and make decisions

—follower emphasis