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

About coping with complexity

Leading

About coping with change

Legitimate power

Power that results from managers’ formal positions within the organization.

Reward power

Power that results from managers’ authority to reward their subordinates.

Coercive power

Power that results from managers’ authority to punish their subordinates.

Expert power

Power resulting from one’s specialized information or expertise.

Referent power

Power deriving from one’s personal attraction (strong, visionary, or persuasive personality).

Informational power

Power derived from one’s access to and control over important information.

Influence tactics

Conscious efforts to affect and change behaviors in others.

Rational persuasion

Trying to convince someone with reason, logic, or facts.

Inspirational appeals

Trying to build enthusiasm by appealing to others’ emotions, ideals, or values.

Consultation

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

Ingratiation

Getting someone in a good mood prior to making a request ("brown-nosing").

Personal appeals

Referring to friendship and loyalty when making a request.

Exchange tactics

Reminding someone of past favors or offering to trade favors.

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 superiors.

Soft Tactics

Rational persuasion, inspirational appeals, consultation, ingratiation, and personal appeals (friendly/not coercive).

Hard Tactics

Exchange, coalition, pressure, and legitimating tactics (exert more overt pressure).

Trait perspectives on leadership

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

Narcissism

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

Machiavellianism

Displays a cynical view of human nature and condones 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.

Cognitive abilities

To identify problems and their causes in rapidly changing situations.

Interpersonal skills

To influence and persuade others.

Business skills

To maximize the use of organizational assets.

Strategic skills

To draft an organization’s mission, vision, strategies, and implementation plans.

Behavioral leadership approaches

Attempts to determine the unique behaviors displayed by effective leaders (Task-oriented, Relationship-oriented, Passive, Transformational).

Task-oriented leadership behaviors

To ensure 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

Focuses on 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.

Ethical leadership

Communicating ethical values to others, rewarding ethical behavior, and treating followers with care and concern.

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

Laissez-faire leadership

A form of "leadership" characterized by a general failure to take responsibility for leading.

Situational approach

(Contingency approach) Believes that effective leadership behavior depends on the situation at hand.

Fiedler’s contingency leadership model

Determines if a leader’s style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand.

Path–goal leadership

Holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths, or behavior, that will help them achieve those goals.

Full-range leadership

Suggests that leadership behavior varies along a full range of leadership styles, from passive (laissez-faire) through transactional to transformational.

Transformational leadership

Transforms employees to pursue organizational goals over self-interests.

The Four I's of Transformational Leadership

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

Inspirational motivation

"Let me share a vision that transcends us all."

Idealized influence

"We are here to do the right thing."

Individualized consideration

"I have the opportunity here to learn and grow."

Intellectual stimulation

"Let me describe the great challenges we can conquer together."

Leader-Member Exchange (LMX) model

Emphasizes that leaders have different sorts of relationships with different subordinates.