Management 371 Final Review

Management 371 Final Review - MANAGEMENT FINAL REVIEW...

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MANAGEMENT FINAL REVIEW CHAPTER 14 1) Empowerment- expanding employees’ tasks and responsibilities 2) Referent power- power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty 3) Intangible rewards given to subordinates- verbal praise, a pat of the back, respect; part of reward power of managers; being able to give or withhold rewards based on performance is a major source of power that allows managers to have a highly motivated workforce 4) Leadership Behaviors- leaders engage in consideration when they show their subordinates that they trust, respect, and care about them; managers who truly look out for the well-being of their subordinates and do what they can to help subordinates feel good and enjoy their work perform consideration behaviors; 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; 5) Path Goal Model Theory- A contingency model of leadership proposing that leaders can motivate subordinates by identifying their 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; identifies four kinds of leadership behaviors that motivate subordinates: directive behaviors, supportive behaviors, participation behaviors, achievement-oriented behaviors (pg 573) 6) Feidler’s Model- says effective leadership is contingent on, or depends on, the characteristics of the leader and of the situation -Relationship-oriented leaders- primary concern is to develop good relationships with their subordinates and be liked by them -Task-oriented leaders- leaders whose primary concern is to ensure that subordinates perform at a high level -Feidler identified three situational characteristics that are important determinants of how favorable a situation is for leading: leader-member relations, task structure, and position power -Leader-member relations- the esxtent 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 7) Types of Leadership -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 -Transactional Leadership- leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance
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This test prep was uploaded on 04/07/2008 for the course MGMT 371 taught by Professor Paschall during the Fall '07 term at Ole Miss.

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Management 371 Final Review - MANAGEMENT FINAL REVIEW...

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