Leadership
The use of power and influence to direct the activities of followers toward goal achievement.
Power
The ability to influence the behavior of others and resist unwanted influence in return.
Legitimate Power
Derives form a position of authority inside the organization and is sometimes referred to as "formal authority
Reward Power
Exists when someone has control over the resources or rewards another person wants.
Coercive Power
Exists when a person has control over punishments in an organization.
Expert Power
Derives from a person's expertise, skill, or knowledge on which others depend.
Referent Power
Exists when others have a desire to identify and be associated with a person. Derived from affection, admiration, or loyalty towards a specific individual.
Contingency Factors
Certain situations in organizations that are likely to increase or decrease the degree to which leaders can use there power to influence others.
Substitutability
The degree to which people have alternatives in accessing resources. (Contingency Factor)
Discretion
The degree to which managers have the right to make decisions on their own. (Contingency Factor)
Centrality
Represents how important a person's job is and how many people depend on that person to accomplish their tasks. (Contingency Factor)
Visibility
How aware others are of a leader's power and position. (Contingency Factor)
Abusive Supervision
The sustained display of hostile verbal and non-verbal behaviors on the part of supervisors.
Influence
The use of an actual behavior that causes behavioral or attitudinal changes in others.
Rational Persuasion
The use of logical arguments and hard facts to show the target that the request is a worthwhile one. (Effective "SOFT" Tactic).
Inspirational Appeal
A tactic designed to appeal to the target's values and ideals, thereby creating an emotional or attitudinal reaction. (Effective "SOFT" Tactic)
Consultation
Occurs when the target is allowed to participate in deciding how to carry out or implement a request. (Effective "SOFT" Tactic)
Collaboration
Attempting to make it easier for the target to complete the request. (Effective "SOFT" Tactic)
Internalization
Occurs when the target of influence agrees with and becomes committed to the request.
Compliance
Occurs when targets of influence are willing to do what the leader asks, but they do it with a degree of ambivalence.
Resistance
Occurs when the target refuses to perform the influence request and puts forth an effort to avoid having to do it.
Organizational Politics
Actions by individuals that are directed toward the goal of furthering their own self-interests.
Political Skills
The ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives.
Agency Theory
Suggests that managers of a business may pressure their own self-interests at the expense of the owners of the business.
Negotiation
A process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences.
Distributive Bargaining
Involves win-lose negotiating over a "fixed-pie" of resources.
Integrative Bargaining
Aimed at accomplishing a win-win scenario. Involves the use of problem solving and mutual respect to achieve an outcome that's satisfying for both parties.
Preparation Stage
Each party determines what its goals are for the negotiation and whether or not the other party has anything to offer.
Exchanging Information Stage
Each party makes a case for its position and attempts to put all favorable information on the table.
Bargaining Stage
Both parties must make concessions and give up something to get something in return.
Closing and Commitment Stage
Entails the process of formalizing an agreement reached during the previous stage.
Leader Effectiveness
The degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and the development of mutual trust, respect, and obligation in leader-member relationships.
Autocratic Style
The leader makes the decision alone without asking for the opinions of the employees in the work unit.
Consultative Style
The leader presents the problem to individual employees or a group of employees, asking for their opinion before making the decision himself.
Facilitative Style
The leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his opinion carries no more weight than anyone else's.
Delegative Style
The leader gives an individual employee or group of employees the responsibility for making the decision within some set of boundaries.
Time-Driven Model of Leadership
Suggests that different decision-making styles are effective in different situations.
Life Cycle Theory of Leadership
The optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit.
Transformational Leadership
involves inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives.
Networking Ability
An adeptness at identifying and developing diverse contacts.
Social Astuteness
The tendency to observe others and accurately interpret their behaviors.
Interpersonal Influence
Involves having an unassuming and convincing personal style that's flexible enough to adapt to different situations.
Apparent Sincerity
Involves appearing to others to have high levels of honesty and genuineness.
BATNA
Best Alternative To a Negotiated Agreement.
Competing
(High Assertiveness, low Cooperation) Occurs when one party attempts to get his own goals met without concern for the other party's results.
Avoiding
(Low Assertiveness, Low Cooperation) Occurs when one party wants to remain neutral.
Accommodating
(Low Assertiveness, High Cooperation) Occurs when one party gives in to the other.
Collaboration (Conflict Resolution)
(High Assertiveness, High Cooperation) Occurs when conflict is resolved through give-and-take concessions.
Conflict
A process in which one party perceives that its interests are being opposed or negatively affected by another party.
Task Conflict
Occurs when conflict focuses on on task or issue while showing respect to people with other points of view.
Relationship Conflict
Occurs when conflict focuses on interpersonal differences, personality clashes, and personal criticism instead of the issue at hand.
Laissez-Faire Leadership
A hands off leadership approach. Not effective.
Transactional Leadership
Occurs when leaders reward or discipline followers on the basis of followers' performance.