Management Chapter 10 LEADERSHIP – Flashcards

1. challange the process- challange traditional practices and create change 2. inspire a shared vision- appeal to people's values and motivate them to care about an important mission 3. enable others to act- give people access to info and empower them to perform at full potential 4. model the way- living examples of what they believe in 5. encourage the heart- show appreciation, use rewards, motivate people in a positive way

mental image of the possible and desirable future of the organization

behavior that provides guidance, support, and corrective feedback for day to day activities

gives purpose and meaning to organizations by anticipating and envisioning a viable future for the organization and working with others to initiate changes that create such a future

the ability to influence others

-legitimate power -reward power -coercive power -referent power -expert power

the right or authority to tell others what to do and others are obliged to comply (example: boss and employee)

people comply with the leaders wishes in order to receive rewards

leader that has control over punishments and people comply to avoid punishments

leader has personal characteristics that appeal to others

leader has certain expertise or knowledge

-drive (set of characteristics that reflect a high level of effort) -motivation (leaders who WANT to lead) -integrity (honesty and credibility) -self confidence -knowledge of the business

-task performance behaviors (actions taken to ensure that the organizations reaches its goals) -group maintenance behaviors (actions taken to ensure the satisfaction of the group and maintain relationships) -LMX THEORY: highlights the importance of leader behaviors not jus toward the group as a whole but toward individuals on a personal basis (must develop trust, open communiation, respect)

autocratic: makes decisions and then announces them to the group democratic: solicits input from others, seeks info, opinions preferences of subordinates

leadership philosophy characterized by an absence of managerial decision making, leads to more negative attitude and lower performance

the leader should first analyze the situation and then decide what to do, the best way to lead depends on the situation

situational model that focuses on the participative element of leadership. The following situational factors are used to analyze the problem: decision significance, importance of commitment, leader's expertise, liklihood of a commitment, group support for objectives, group expertise, team competance. these factors are then assesed as either high or low leads to a leadership style that takes the least time

effectiveness depends on two factors: the personal style of the leader and the degree to which the situation gives the leader power, control and influence over the situation. analysis leads to to either task motivated leadership or relationship motivated leaership

situational model that says you should take into consideration job maturity and psychological maturity into

a person who is dominant, self confident, convinced of the moral righteousness of his or her beliefs and able to arouse a sense of excitement and adventure in followers

leaders who motivate people to transcend their personal interests for the good of the group, generate excitement and revitalize organizations

leaders who are true to themselves, care about others and are ethically mature