chapter 14 Key Terms
Chapter 14 key terms highlighted in yellow from the book.
32 Cards in this Set
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managerial leadership
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defined as 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
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leadership
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is the ability to influence employees to voluntarily pursue organizational goals
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personalized power
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power directed at helping oneself
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socialized power
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power directed at helping others
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legitimate power
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which all managers have, is power that results from mangers' formal positions within the organization
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reward power
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which all managers have, is power that results from managers' authority to reward their subordinates
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coercive power
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which all managers have, results from managers' authority to punish their subordinates
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expert power
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is power resulting from one's specialized information or expertise
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referent power
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is power deriving from one's personal attraction
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rational persuasion
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trying to convince someone by using reason, logic, or facts
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interperational appeals
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trying to build enthusiasm or confidence by appealing to others' emotions, ideals or values
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consultation
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getting others to participate in a decision or change
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ingrating tactics
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acting humble or friendly or making someone feel good or feel important before making a request
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personal appeals
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referring to friendship and and loyalty when making a request
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exchange tactics
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reminding someone of past facors or offering to trade favors
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coalition tactics
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getting others to support your effort to persuade someone
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pressure tactics
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using demands, threats,or intimidation to gain compliance
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legitimating tactics
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basing a request on one's authority or right,organizational rules or policies,or express or implied support from superiors
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trait approaches to leadership
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which attempt to identify distinctive characteristics that account for the effectiveness of leaders
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behavioral leadership approaches
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which attempt to determine the distinctive styles used by effective leaders
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contingency leadership model
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determines if a leader's style is 1. task oriented
2.relationship oriented and if that style is effective for the situation at hand.
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path
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goal leadership model
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full range leadership
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suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibility "leadership" at one extreme through transactional leadership,to informational leadership at the other extreme
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transactional leadership,
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focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance
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transformational leadership
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transforms employees to pursue organizational goals over self interests.
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individual characteristics
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the personalities of such leaders tend to be more extroverted, agreeable, proactive, and open to change than nontransformational leaders/ (female leaders tend to use transformational leadership more than males do)
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organizational culture
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adaptive, flexible organizational cultures are more likely than are rigid, bureaucratic cultures to foster transformational leadership
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charisma
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a form of interpersonal attraction that inspires acceptance and support
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charismatic leadership
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which was assumed to be an individual inspirational and motivational characteristic of particular leaders
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leader-members exchange model of leadership
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emphasizes that leaders have different sorts of relationships with different subordinates
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servant leadership
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focuses on providing increased service to others meeting the goals of both followers and the organization rather than to oneself
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e-leadership
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can involve one-to-one, one-to-many, within-group and between-group, and collective interactions via information technology
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MGT 300: EXAM 1