Essentials of Contemporary Management 6th edition Chapter 10

Leadership
The process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help achieve 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 leader
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 and intangible rewards.
Coercive Power
The ability of a manager to punish others.
Expert Power
Power that is based on the special knowledge, skills, and expertise that a leader possesses.
Referent Power
Power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty.
Empowerment
The expansion of employees’ knowledge, tasks, and decision-making responsibilities.
The Trait Model
Identifies the personal characteristics that “cause” effective leadership.
The Behavior Model
Identifies the two basic types of behavior that many leaders engaged in to influence their subordinates
What are the two behaviors managers tend to engage in to influence their subordinates
Consideration and Initiating structure
Consideration
A managers behavior that indicates they trust, respect, and care about subordinates.
Initiating structure
Behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective.
Relationship-oriented leaders
Leaders whose primary concern is to develop good relationships with their subordinates and to be liked by them.
Task-oriented leaders
Leaders whose primary concern is to ensure that subordinates perform at a high level.
Leader-member relations
The extent to which subordinates: like, trust, and are loyal to their leader, it is one of the determinants 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; it is one of the determinants of how favorable a situation is for leading.
Position Power
The amount of legitimate power, reward power, and coercive power that a leader has by the virtue of his or her position in an organization; it is one of the determinants of how favorable a situation is for leading.
Path-Goal theory
A contingency model of leadership proposing that leaders can motivate subordinates by identifying their desired outcomes, rewarding them for high performance and the attainment of work goals with these desired outcomes, and clarifying for them the paths leading to the attainment of work goals.
Directive Behaviors
Includes goal-setting, assigning tasks, showing subordinates how to complete a task, and taking concrete steps to improve performance.
Supportive Behaviors
Includes expressing concern for subordinates and looking out for their best interests.
Participative Behaviors
To give subordinates a say in matters and decisions that affect them.
Achievement-Oriented Behaviors
To motivate subordinates to perform at the highest level possible by setting challenging goals, expecting that they be met, and believing in subordinates abilities.
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 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 follower’s 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.
What do the letters AMPP stand for in Crucial Conversations?
Ask, Mirror, paraphrase, and Prime
Elaborate on what AMPP means
A= Ask them to express themselves. M= Mirror to make things safe by acknowledging their emotions. P= Paraphrase to show you understand the their story and that it’s safe to share. P= Prime, take your best guess at what they may be thinking and feeling.