MGT GUIDE 2

Resonance in leadership

-Positive emotional tone
-Synchrony with others

Authoritative/Visionary leadership style

Inspires toward shared dreams

Coaching leadership style

Develops individuals

Affiliative leadership style

Builds harmony

Pacesetting leadership style

Set high performance goals

Democratic leadership style

Encourages participation

Coercive leadership style

Establishes order

Implicit Leadership Theory

Assumptions influence who we see as leaders
Expectations we have of them

Bases of Power

Reward
Coercive
Expert
Referent
Legitimate
Informational

Liking (principle of persuasion)

People like those who like them

Reciprocity (principle of presuasion)

People repay kindness

Social Proof (principle of persuasion)

People follow others

Consistency (principle of persuasion)

Aligns with commitments

Authority (principle of persuasion)

Follows experts

Scarcity (principle of persuasion)

Scarcity: Desire increases with rarity

Cultural Dimensions

Individualism vs. Collectivism
Power Distance: Low (egalitarian) vs. High (hierarchical)
Uncertainty Avoidance
Long-term Orientation
Indulgence
Masculinity vs. Femininity

Metacognitive (cultural intelligence)

Understanding norms and preferences

Cognitive (cultural intelligence)

Knowledge of cultures

Motivational (cultural Intelligence)

Interest in cultural learning

Behavioral (cultural intelligence)

Adapting communication styles

Utilitarianism (ethical principles)

Greatest good for greatest number of people

Duties & Rights (ethical principles)

Principles must follow no matter the cost

Virtue Ethics (ethical principles)

Emphasize actions that align with virtues or excellent moral character

Moral Disengagement

Engaging in negative behaviors without believing they are wrong

Restructuring Behavior

Justifying moral disengagement

Minimizing Victim Distress

Distorting consequences to minimize severity

Obscuring Moral Agency

Shifting blame or responsibility

Burnout Causes

Job Demands: Physical