Leadership Theory and Practice exam 1 QUESTIONS AND ANSWERS

Leadership Theory and Practice exam 1 QUESTIONS AND ANSWERS Definition of Leadership - ANS a process whereby an individual influences a group of individuals to achieve a common goal. Five bases of power - ANS Referent Power, Expert Power, Legitimate Power, Reward Power, Coercive Power. Referent Power - ANS Based on followers' identification and liking for the leader. A teacher who is adored by students has referent power. Expert Power - ANS Based on followers' perceptions of the leader's competence. A tour guide who is knowledgeable about a foreign country has expert power. Legitimate Power - ANS Associated with having status or formal job authority. A judge who administers sentences in the courtroom exhibits legitimate power. Reward Power - ANS Derived from having the capacity to provide rewards to others. A supervisor who gives rewards to employees who work hard is using reward power. Coercive Power - ANS Derived from having the capacity to penalize or punish others. A coach who sits players on the bench for being late to practice is using coercive power. Kotter's Leadership and Management Model - ANS Management produces order and consistency. Leadership produces change and movement. Kotter's Management table - ANS Planning and budgeting, Organizing and staffing, Controlling and problem solving. Kotter's leadership table - ANS Establishing direction, Aligning people, Motivating and inspiring. Big Five Personality Factors - ANS Neuroticism, extraversion, openness, agreeableness, conscientiousness. Neuroticism - ANS The tendency to be depressed, anxious, insecure, vulnerable, and hostile Extraversion - ANS The tendency to be sociable and assertive and to have positive energy. Openness - ANS The tendency to be informed, creative, insightful, and curious. Agreeableness - ANS The tendency to be accepting, conforming, trusting, and nurturing. Conscientiousness - ANS The tendency to be thorough, organized, controlled, dependable, and decisive. Emotional Intelligence - ANS how our emotions (affective domain) and thinking (cognitive domain) interplay between each other. Katz's Three Skills approach - ANS Technical Skill, Human Skill, Conceptual Skill Top management according to three skills approach - ANS Less technical, high human and conceptual skills. Middle management according to three skills approach - ANS High technical, human, and conceptual skills. Supervisory management according to three skills approach - ANS High technical and human, less conceptual skills. Skills Model - ANS a capability model of leadership that examines the relationship between a leader's knowledge, skill, and performance. Three components of the Skills Model - ANS Individual attributes, Competencies, Leadership outcomes. Individual attributes - ANS General cognitive ability, crystalized cognitive ability, motivation, and personality.