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B&S12StudentVersion

B&S12StudentVersion - Chapter 12 Leadership What Do...

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Chapter 12 Leadership
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What Do We Want From Our Leaders (p. 418) Leadership ability to influence people toward the attainment of organizational goals involves the articulation of a vision that is what organizations and their members want vision – mental image of a possible and desirable future state of the organization involves the use of power to influence people to get things done Leading and managing (p.421) managers – occupy organizational positions that afford the opportunity to lead promote stability, order, and problem solving within the existing organizational structure and systems leaders – promote vision, creativity, and change question the status quo
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Power ability to influence others’ behavior power resides in either the position or the person Types of position power based on one’s rank in the organization structure legitimate (formal) power - organizational authority associated with a position in the hierarchy Power and Leadership (p. 422) reward power – control over valued rewards coercive power – control over punishments information power position affords access to and control over the distribution of important information about organizational operations
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Power and Leadership (cont.) Types of personal power referent power - leader has personal characteristics that appeal to others and make them desirous of the leader’s approval others attracted to, or identify with, a person expert power – leader has specialized knowledge that others feel will be of benefit to them
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Traditional Approaches to Understanding Leadership (cont.) Leader traits (p. 424) traits – relatively enduring personal characteristics few traits that distinguish effective leaders across situations e.g., self-monitoring ability appropriateness of any given trait depends on the leadership situation e.g., need for achievement
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Traditional Approaches to Understanding Leadership (cont.) Leader behaviors (p. 426) task performance – actions taken to ensure goal attainment group maintenance - actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve stability of the group leader-member exchange (LMX) – leader relationship with individuals participation in decision making – actions that involve employees in making decisions autocratic – leader decides and then announces those decisions to the group democratic – leader solicits input from subordinates laissez faire – absence of managerial decision making
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Effects of Leader Behavior (p. 427) Decision styles Iowa studies - Kurt Lewin democratic style – led to most positive subordinate attitudes
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