Contemporary Management - Chapter 14: Leadership

The process of influencing others to achieve collective goals.

A person who directs others towards collective goals.

The unique way a manager influences their team.

A leader who prioritizes the well-being of their team and strives for their benefit.

Ability to exert influence on others for achieving goals.

An individual's unique set of traits for leadership effectiveness.

The study of how specific behaviors impact effective leadership.

Leadership models that consider the context and situation to determine the best leadership style.

A leadership style where the leader clearly sets goals, assigns tasks, shows employees how to complete tasks, and takes active steps to improve performance.

A leadership style focused on expressing concern for employees well-being, showing empathy, and prioritizing their interests.

A leadership style where employees are actively involved in decision-making processes that directly affect them.

A leadership style characterized by setting ambitious goals, expecting high performance from employees, and believing in their abilities.

A theory suggesting that certain factors or characteristics, either in employees or the work environment, can substitute for the need for traditional leadership.

Factors within employees, like skills, experience, and motivation, that reduce the need for active leadership.

Contextual factors that can diminish the need for leadership, like interesting or enjoyable work.

A framework that explores how different leadership styles can be effective depending on the situation.

A manager's inherent approach to leadership, either focused on building relationships or on task completion.

Leaders prioritize creating positive relationships with their team and being liked. They focus on employee needs.

Leaders prioritize accomplishing tasks and achieving high performance. Focus is on completing work efficiently.

The degree to which followers trust and are loyal to their leader. It influences how well the team works together.

The clarity and structure of the work. A defined task structure makes it clear what to do and how.

The formal power a leader possesses. It's based on their position in the organization.

The combined factors of leader-member relations, task structure, and position power that affect leadership effectiveness.

Focuses on the individual traits and characteristics that contribute to effective leadership.

Identifies two key leadership behaviors: consideration and initiating structure.

A leadership behavior that demonstrates trust, respect, and care for employees.

A leadership behavior that focuses on getting work done efficiently and effectively.

The ability to understand complex issues and find solutions.

The knowledge and expertise in a particular field that allows leaders to make informed decisions and contribute to organizational goals.

The capacity to influence others and inspire them to achieve goals.

The belief in one's abilities and potential to succeed, even when facing challenges.

The ability of a manager to give or withhold rewards, both tangible and intangible, such as bonuses, promotions, or praise. This type of power is often used to motivate employees to achieve organizational goals.

The ability of a manager to punish others for poor performance or misconduct. This type of power can be used to enforce rules and maintain order. However, overuse can lead to negative consequences, such as fear and resentment.

The authority granted to a manager due to their position in the organizational hierarchy. This type of power is recognized based on the hierarchy of the company.

Based on specialized knowledge, skills, and expertise that the leader possesses. This type of power is often used in a guiding or coaching manner to help others develop their skills and knowledge.

Power derived from employees' and coworkers' respect, admiration, and loyalty. Likable managers who are seen as role models often possess this type of power.

Empowerment refers to giving employees at all levels the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs. This increases employee involvement, motivation, and commitment.

The process of giving employees at all levels the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs. This increases employee involvement, motivation, and commitment.

Managers who are more people-oriented tend to focus on their employees' needs, whereas managers who are profit-oriented are more concerned with achieving financial goals.

A leadership style that motivates employees by rewarding high performance and reprimanding low performance. Focused on the task at hand and achieving specific goals.

Leaders who focus on the bigger picture, inspiring employees toward a shared vision and motivating them beyond simply rewards or punishments. They encourage growth and development within their teams.

The tendency for women to be perceived as more supportive and relational, while men are seen as more task-oriented. This can impact opportunities for leadership roles.

The ability to understand, manage, and use emotions effectively. This is crucial for effective leadership.

Understanding and responding to the emotions of others. An important part of emotional intelligence for leaders.

The ability to clearly and effectively communicate ideas, thoughts, and feelings. Essential for effective leadership.

The capacity to regulate and control one's own emotions. A key aspect of emotional intelligence for leaders.

Groups whose leaders experienced positive moods tended to have better coordination and teamwork. Conversely, groups with leaders experiencing negative moods exerted more effort.