Management Chapter 10

Leadership
The process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals
Leader
An individual who is able to exert influence over other people to help achieve group or organizational goals
Servant Leaders
A leader who has a strong desire to serve and work for the benefit of others
Legitimate Power
The authority that a manager has by virtue of his or her position in an organization’s hierarchy
Reward Power
The ability of a manager to give or withhold tangible rewards (pay raises, bonuses, choice job assignments) and intangible rewards (verbal praise, a pat on the back, respect)
Coercive Power
The ability of a manager to punish others (ranging from verbal to reductions in pay or working hours)
Expert Power
Power that is based on the special knowledge, skills, and expertise that a leader possesses
Referent Power
More informal than the other kinds of power. A function of the personal characteristics of a leader; it is the power that come from subordinates’ and coworkers’ respect, admiration, and loyalty
Empowerment
Expansion of employees’ knowledge, task, and decision-making responsibilities.
Consideration
Behavior indicating that a manager trusts, respects and cares about subordinates.
Initiating Structure
Behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptable, and the organization is efficient and effective
Relationship-Orientated Leaders
Leaders whose primary concern is to develop good relationships with their subordinates and to be liked by them
Task-Orientated Leaders
Leaders whose primary concern is to ensure that subordinates perform at a high level
Leader-Memeber relations
The extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading
Task Structure
The extent to which the work to be performed is clear-cut so that a leader’s subordinates know what needs to be accomplished and how to go about doing it; a determinant of how favorable a situation is for leading
Position Power
The amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization; a determinant of how favorable a situation is for leading
Leadership Substitute
A characteristic of a subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary
Transformational Leadership
Leadership that makes subordinates aware of the importance of their jobs and performance to the organization and aware of their own needs for personal growth and that motivates subordinates to work for the good of the organization
Charismatic Leader
An enthusiastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be
Intellectual Stimulation
Behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader’s vision
Developmental Consideration
Behavior a leader engages in to support and encourage followers and help them develop and grow on the job
Transactional leadership
Leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance
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