Ch. 16 - Leadership

process whereby an individual influences others to achieve a common goal

typically perform functions associated with planning, investigating, organizing, and control - MAINTENANCE

deal with the interpersonal aspects of a managers job - POSITIVE CHANGE

leadership traits were not innate but could be developed through experience and learning

a physical or personality characteristic that can be used to differentiate leaders from followers

based on the idea that people have beliefs about how leaders should behave and what they should do for their followers

a mental representation of the traits and behaviors that people believe are possessed by leaders

Kellerman's traits of bad leaders: leader and at least some followers lack the will or skill to sustatin effective action

stiff and unyielding, unwilling to adapt to new ideas, information, or changing times

Kellerman's traits of bad leaders: leader lacks self control and is aided and abetted by followers who are unwilling or unable effectively to intervene

Kellerman's traits of bad leaders: uncaring and unkind, Needs wants and desires of most members are ignored

Kellerman's traits of bad leaders: leader and some followers lie cheat or steal

Kellerman's traits of bad leaders: minimize or disregard the health and welfare of the other

Kellerman's traits of bad leaders: commit atrocities. use pain as an instrument of power

involves leader behavior associated with creating mutual respect or trust and focuses on a concern for group members' needs and desires

leader behavior that organizes and defines what group members should be doing to maximize output

propose that the effectiveness of a particular style of leader behaviro depends on the situation

a leader's effectiveness is contingent on the extent to which a leader's style fits or matches charactristics of the situation at hand

the amount of control and influence the leader has in his or her immediaate work environment

three dimensions of situational control

reflect the extent to which the leader has the support, loyalty, and trust of the work group

amount of structure contained in work tasks

degree to which leader has formal power to reqard, punish or obtain compliance

situational variables that cause one style of leadership to be more effective than another

clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance

transforms employees to pursue organizational goals over self interests

establishing an attractive vision of the future, use of emotional arguments and exhibition of optimism and enthusiasm

includes behaviors such as sacrificing for the good of he group being a role model and displaying high ethical standards

providing support encouragement, empowerment, and coaching to employees

involves behaviors that encourage employees to question the status quo and to seek innovative and creative solutions

revolves around development of dyadic relationships between managers and their direct reports

a partnership characterized by mutual trust, respect, and liking

a partnership characterized by a lack fo mutual trust, respect, and liking

a dynamic interacive influence process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals or both

focuses on increased service to others rather than to oneself

show deference and comply with leadership

distance themselves from the leadership and show less compliance

show divergence from the leader and are at least compliant

attempt to identify relatively stable enduring dispositional attributes that leaders possess

beliefs about how leaders should behave and should do for their followers

ability to manage oneself and one's relationships in mature and constructive ways

the ability to think strategically, reason analytically, and exercise good judgment

allows leaders to gain trust by being sure of their own actions and not being defensive about making mistakes

characterized by high energy motivation need for achievement

means being truthful and exhibiting a consistency between words and actions

refers to being open honest competent forward looking and inspiring

deriving energy from others

being responsible

ability to identify causes of problems and generate appropriate soutions