MGT 301 Chpt 14

Leadership

The ability to influence employees to voluntarily pursue organizational goals. Focuses on influencing and inspiring others. Provide emotional support and rally employees around a common goal

Leadership coaching

The process of enhancing a leaders skills abilities and competencies in order to help the organization achieve its goals.

Managers

Different than leadership in that performance functions associated with planing organizing directing and controlling. Charged with implement the vision and plan

Managerial leadership

Involves both influencing followers to internalize and commit to a set of shared goals and facilitating the group and individual work that is needed to accomplish those goals.

Power

The ability to marshal human, informational, and other resources to get something done.

Authority

The right to perform or command

Personalized power

Power directed at helping one self

Socialized power

Power directed at helping others

Legitimate power

One of 6 sources of power. All managers have power that results from managers formal positions within the organization.

Reward power

One of 6 sources of power. Power that results from managers authority to reward their subordinates. All managers have this power.

Coercive power

One of 6 sources of power. Results from managers authority to punish their subordinates. All managers have this power.

Expert power

One of 6 sources of power. Power resulting from ones specialized information and expertise.

Referent power

One of 6 sources of power. Power derived from ones personal attraction. More characteristic of leaders but sometimes managers as well

Information power

One of 6 sources of power. Power deriving from one’s access to information.

Influence tactics

Conscious efforts to affect what someone thinks or how they behave. Nine of these tactics: rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals, exchange, coalition tactics, pressure, legitimizations tactics,

Trait approaches to leadership

Attempt to identify distinctive characteristics that account for leaders’ effectiveness.

Narcissism

A negative trait in a leader. A self-centered perspective feelings of superiority and a drive for personal power and glory. Provoke counterproductive work behaviors in others such as strong resentment and resistance.

Machiavellian is

A negative trait in leaders. Displays a cynical view of human nature, and condones opportunistic and unethical ways of manipulating people putting results of principles.

Psychopathy

Negative trait of leaders. Characterized by lack of concern for others impulsive behavior and a lack of remorse when the psychopaths actions harm others.

Four basic skills for leaders

Cognitive abilities, interpersonal skills, business skills, and conceptual skills.

Global mindset

Your belief in your ability to influence dissimilar others in a global context.

Behavioral leadership approaches

Determine the key behaviors displayed by effective leaders. Leader behaviors tend to focus on tasks and/or relationships.

Task oriented leadership behaviors

Purpose is to ensure that human, physical, and other resources are deployed efficiently and effectively to accomplish the group’s or organzation’’s goals.

Intimating-structure leadership

A kind of task oriented leadership behavior. Leader behavior that organizes and defines—that is “initiates the structure for”—what employees should be doing to maximize output.

Production center Ted leadership behaviors.

Kind of task oriented leadership behavior. Emphasize the technical or task related aspects of employees’ roles.

Relationship oriented leadership

Primarily concerned with leaders’ interactions with their people. Emphasis on enhancing employees’ skills and creating positive work relationships among co-workers and between the leaders and the led.

Consideration

Kind of relationship oriented leadership behavior. Concerned with group members’ needs and desire and directed at creating mutual respect and trust.

Employee centered leader behaviors

Kind of relationship oriented leadership behavior. Emphasizes relationships with subordinates and attention to their individual needs.4

Situational approach

Also called the contingency approach. Effective leadership behavior depends on the situation.

Contingency leadership model

Model developed by Fiedler. Determines if a leaders style is (1) task oriented or (2) relationship oriented and whether that style is effective for the situation at hand.

Situational control

How much control and influence leaders have in their immediate work environment.

Leader member relations

One of 3 dimensions of situational control in Fiedler’s contingency model. Reflects the extent to which leaders have or don’t have the support loyalty and trust of the work group.

Task structure

One of 3 dimensions of situational control in Fiedler’s contingency model. Refers to the extent to which tasks are routine unambiguous and easily understood.

Position power

One of 3 dimensions of situational control in Fiedler’s contingency model. Refers to how much power leaders have to make work assignments and reward and punish.

Path goal leadership model

Leadership model developed by Robert house. Holds that effective leaders make available to followers desirable rewards in the work place and increase their motivation by clarifying the paths or behaviors that will help them achieve those goals and providing them with support.

Full range leadership

Suggests that leadership behavior varies along a full range of leadership styles from passive (laisssez-faire) “leadership” at one extreme, through transactional leadership, to transformational leadership at the other extreme.

Transactional leadership

Leadership focusing on clarifying employees’ roles and task requirements and providing rewards and punishments contingent on performance.

Transformational leadership

Leadership that inspires employees to pursue organizational goals over self interests.

Inspirational motivation Idealized influence, individualized consideration and intellectual stimulation.

Four key behaviors in transformational leadership.

Leadership member exchange model of leadership (LMX)

Leaders have different sorts of relationships with different subordinates. Looks at the quality of relationships between managers and their employees. Assumes that leaders have distinctive relationships with each follower

In group exchange

A relationship between leader and followers that becomes a partnership characterized by mutual trust, respect, and liking and a sense of common fates

Out group exchange

A relationship in which leaders are characterized as overseers who fail to create a sense of mutual trust repeat or common fate.

Servant leadership

Focuses on benefiting multiple stakeholders such ad employees the organization customers and the community

Empowering leadership

Represents the extent to which a leader creates perceptions of psychological empowerment in others. Psychological empowerment is employees belief that they have control over their work.

Ethical leadership

Represents normatively appropriate behavior that focuses on being a morale role model