leadership
process of inspiring others to work hard to accomplish important tasks
reward power
achieves influence by offering something of value
power
ability to get someone else to do something you want done
coercive power
achieves influence by punishment
legitimate power
achieves influence by formal authority
Position power
the power of a position, and includes coercion. Rewards, and legitimacy
Personal power
who you are and what your presence means in a situation
Expert power
the capability to influence the behavior of other people because of special knowledge and skills
Referent power
the capability to influence the behavior of other people because they admire and want to identify positively with you.
Vision
clear sense of the future
Visionary leadership
the ability to communicate a clear sense of the future and how to accomplish the vision
honest, competent, forward-looking, inspiring, and credible
Research has shown that people want leaders who are
Leadership style
pattern of behaviors a leader exhibits
Autocratic leaders
hold on to authority and act in a unilateral "command and control" fashion
Human relations leaders
emphasize a high concern for people over task completion
Democratic leaders
encourage participation with a strong emphasis on both task and people
Laissez-faire leaders
show little concern for people or tasks and do just enough to not get fired
Contingency leadership
perspective suggests that successful leadership varies by the circumstances, task, the leader and the people.
Least Preferred Co-Worker Scale
instrument used to classify leadership styles as either task or relationship motivated
o Hersey-Blanchard situational leadership model
suggests that successful leaders adjust their styles based on the maturity of followers and their readiness to perform the task at hand
low task, low relationship
� Delegating
low task, high relationship
� Participating
high task, high relationship
� Selling
high task, low relationship
� Telling
Path-goal theory
suggests that leaders are effective when they help followers move along paths to achieve both work and personal goals
Directive leader /Supportive leader / Achievement-oriented leader / Participative leader
Four leadership styles
how leaders treat in-group and out-group followers
Leader-member exchange theory describes
Leader-member exchange
recognizes that in most leadership situations, the leader does not treat everyone the same
In-groups
considered the best performers and receive special high-exchange relationships with the leader
Out-groups
have low-exchange relationships with the leader and are often excluded from some information and privileges
The Vroom-Jago model
describes a leader's choice of alternative decision-making methods
Authority decision
is made by the leader and communicated to the group
Consultative decision
made by a leader after receiving input from the group
Group decision
is made by the group themselves
Charismatic leadership
ability to inspire others in exceptional ways
Transactional leadership
somewhat "mechanical" in style; directs through tasks, rewards, and structures
Transformational leadership
ability by leaders to use their personalities to inspire followers, to strive for extraordinary performance accomplishments
Emotional intelligence
an ability to understand emotions in oneself and others, and use this understanding to handle one's relationships effectively
Gender similarities hypothesis
holds that males and females are very similar to one another in terms of psychological properties
Interactive leadership style
democratic, participative, and inclusive, often approaching problems and decisions through teamwork
Servant leadership
based firmly on a commitment to serving others, to helping people use their talents to full potential while working together for organizations that benefit society
drive, self confidence, creativity, cognitive ability, business knowledge, motivation, flexibility, honesty
trits shared by effective leaders
human relations leader, laissez faire, democratic, autocratic leader
classic leadership styles
contingency leadership perspective
suggests that what is successful as a leadership style varies according to the situation and the people involved
fred fiedler
first contingency model put forth by
task motivated or relationship moticated
least preferred co worker scale
leader member relations, task structure, position power
3 contingency variables of leas preferred model
share ideas
participating
turn over decision
delegating
explain decisions
selling
give instructions
telling
high relationship, low task
participating
low relationship low task
delegating
high task high relationship
selling
high behavior low task
telling
directive, supportive, achievement oriented, participative leader
4 leaadership styles for house's path goal theory
substitutes for leadership
factors in the work setting that direct work efforts without the involvement of a leader
high compatibility, competency, personality
in gorup
low compatibility, competency, personality
out group
leader member exchange theory
in group vs out group
authority, consultative, group decisions
vroom jago model decision methods
decision quality, decision acceptance, decision time
rules for making the choice involve these criteria
vision, charisma, symbolism, empowerment, intellectual stimulation, integrity
transformational leaders have these traits
self awareness, social awareness, self management, relationship management
emotional intelligence competencies
strategy supports, culture values, structure supports, management supports, staffing supports
common characteristics for innovation
force coercion, rational persuasion, shared power
change strategies
educaiton and communication, participation and involvement, facilitation and support, negotiation and agreement
positive resistance tactics
manipulation and cooption, explicit and implicit coercion
negative resistance tactics
Lilly Ledbetter Fair Pay Act
became law in 2009 allowing workers to file discrimination claims longer than previously allowed.
Job Design
defining the way work will be performed and tasks required in a given job.
valuable, rare, in-imitible, non substitutable
resource based view to attain sustainable competitive advantage
Strategic human resource management
pattern of planned HR activities and deployments intended to enable an organization to achieve its goals.
Role behaviors
the behaviors required of an individual in his or her role as a job holder in a social work environment.
creatie risk takers
� Differentiation firms need
external and internal fit
miles and snow suggest 2 strategic fits to be managed
reward, coercive, legitimate
types of position power
expert and referent
personal power types
least preferred-task or relationship motivated
fiedlers model
Hersey-Blanchard situational leadership
model suggests that successful leaders adjust their styles based on the maturity of followers and their readiness to perform the task at hand
democratic, participative, inclusive
interactive leadership style
interactiveleadership
associated iwth women
ethical leadership
leaders who practice high ethical standards, build ethical cultures, and who both help and require others to behave ethically in their work
leader's choice of alternative decision-making methods
Vroom-Jago model describes
Leader-member exchange
recognizes that in most leadership situations, the leader does not treat everyone the same
� Directive leader /Supportive leader / Achievement-oriented leader / Participative leader
� House's path-goal theory matches leadership styles
delegating, participating, telling, selling
hershey leadership styles