Ch. 14 MGT Exam

Consultation Consultation means trying to get others to participate in a decision or change. Example: "I wonder if I could get your thoughts about this matter."

influence Leadership is the ability to influence employees to voluntarily pursue organizational goals.

least preferred coworker (LPC) scale To find out if you are task-oriented or relationship-oriented, you or your employees would fill out a questionnaire (known as the least preferred coworker [LPC] scale), in which you think of the coworker you least enjoyed working with and rate him or her according to an eight-point scale.

Servant leader Servant leaders focus on providing increased service to others, meeting the goals of both followers and the organization rather than to themselves.

Leader-member exchange (LMX) The leader-member exchange (LMX) model of leadership emphasizes that leaders have different sorts of relationships with different employees.

Consultation Research shows that of the three possible responses to an influence tactic, which are enthusiastic commitment, grudging compliance, and outright resistance, commitment is most apt to result when the tactics used are consultation, strong rational persuasion, and inspirational appeals.

Machiavellianism Machiavellianism leaders display a cynical view of human nature and condone opportunistic and unethical ways of manipulating people, putting results over principles.

task-oriented or relationship-oriented The contingency leadership model determines if a leader's style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand.

leader-member relations There are three dimensions of situational control: leader-member relations, task structure, and position power. Leader-member relations is the most important component of situational control, and reflects the extent to which a leader has or doesn't have the support, loyalty, and trust of the work group.

using a more autocratic style Women were found to be better at teamwork and partnering, being more collaborative, seeking less personal glory, being motivated less by self-interest, being more stable, and less turf conscious. Women were also found to be better at producing quality work, recognizing trends, and generating new ideas and acting on them. Women used a more democratic or participative style than men, who were apt to use a more autocratic and directive style than women.

Referent Referent power is power deriving from one's personal attraction. This kind of power characterizes strong, visionary leaders who are able to persuade their followers by dint of their personality, attitudes, or background.

relationships foster competition and defensiveness Factors that can help participative management work include top management's continually involvement, supportive middle and supervisory managers, employees who trust managers and who are ready, and PM implemented with TQM.

Laissez-faire Full-range leadership suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibility (laissez-faire) "leadership" at one extreme, through transactional leadership, to transformational leadership at the other extreme.

pressure Pressure tactics are the use of demands, threats, or intimidation to gain compliance. Example: "If this doesn't happen, you'd better think about cleaning out your desk."

High situational Control Kim's leader-member relations are high because she and her people get along well. The task structure is high because the job is routine and unambiguous. The position power is high because she holds a lot of legitimate power.

Social Leadership; task leadership Women have been found to display more social leadership, whereas men have been found to display more task leadership.

E-leaders E-leaders, says one writer, "have a global mind-set that recognizes that the Internet is opening new markets and recharging existing ones. They don't bother fighting mere battles with competitors because they're too busy creating businesses that will surround and destroy them."

Move to a more suitable situation What do you do if your leadership orientation does not match the situation? Then, says Fiedler, it's better to try to move leaders into suitable situations rather than try to alter their personalities to fit the situations.

modifying their leadership style to fit employee and task characteristics Although further research is needed on the new model, path-goal theory offers three important implications for managers: use more than one leadership style, help employees achieve their goals, and modify leadership style to fit employee and task characteristics.

Servant Starbucks CEO Howard Schultz is cited as being one of the foremost practitioners of servant-style leadership. Schultz has made sure his employees have health insurance and work in a positive environment, and as a result Starbucks has a strong brand following.

facilitating individual and collective efforts to accomplish shared objectives Managerial leadership is "the process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives." Influencing is leadership; the "facilitating" part is management.

achievement-oriented According to revised path-goal theory, those with an achievement-oriented leadership style set challenging goals, emphasize excellence, and demonstrate confidence in employee abilities.

Complementary to each other Kotter suggests that one is not better than the other, that in fact they are complementary systems of action.

situational control Situational control is how much control and influence a leader has in the immediate work environment.

Fiedler's contingency model The contingency leadership model determines if a leader's style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand.