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chapter 14 Key Terms
managerial leadership |
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 |
leadership |
is the ability to influence employees to voluntarily pursue organizational goals |
personalized power |
power directed at helping oneself |
socialized power |
power directed at helping others |
legitimate power |
which all managers have, is power that results from mangers' formal positions within the organization |
reward power |
which all managers have, is power that results from managers' authority to reward their subordinates |
coercive power |
which all managers have, results from managers' authority to punish their subordinates |
expert power |
is power resulting from one's specialized information or expertise |
referent power |
is power deriving from one's personal attraction |
rational persuasion |
trying to convince someone by using reason, logic, or facts |
interperational appeals |
trying to build enthusiasm or confidence by appealing to others' emotions, ideals or values |
consultation |
getting others to participate in a decision or change |
ingrating tactics |
acting humble or friendly or making someone feel good or feel important before making a request |
personal appeals |
referring to friendship and and loyalty when making a request |
exchange tactics |
reminding someone of past facors 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 policies,or express or implied support from superiors |
trait approaches to leadership |
which attempt to identify distinctive characteristics that account for the effectiveness of leaders |
behavioral leadership approaches |
which attempt to determine the distinctive styles used by effective leaders |
contingency leadership model |
determines if a leader's style is 1. task oriented
2.relationship oriented and if that style is effective for the situation at hand. |
path |
goal leadership model |
full range leadership |
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 |
transactional leadership, |
focusing on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance |
transformational leadership |
transforms employees to pursue organizational goals over self interests. |
individual characteristics |
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) |
organizational culture |
adaptive, flexible organizational cultures are more likely than are rigid, bureaucratic cultures to foster transformational leadership |
charisma |
a form of interpersonal attraction that inspires acceptance and support |
charismatic leadership |
which was assumed to be an individual inspirational and motivational characteristic of particular leaders |
leader-members exchange model of leadership |
emphasizes that leaders have different sorts of relationships with different subordinates |
servant leadership |
focuses on providing increased service to others meeting the goals of both followers and the organization rather than to oneself |
e-leadership |
can involve one-to-one, one-to-many, within-group and between-group, and collective interactions via information technology |