Management 202 Chapter 14 (Leadership) UTK Rated A+

Management 202 Chapter 14 (Leadership) UTK Rated A+ Leadership the process of inspiring others to work hard to accomplish important tasks power ability to get someone else to do something you want done or make things happen the way you want position power based on a manager's official status in the firm's hierarchy of authority sources of position power (3) reward power, coercive power, and legitimate power reward power capability to offer something of value coercive power capability to punish or withhold positive outcomes legitimate power organizational position or status confers the right to control those in subordinate positions personal power based on the unique personal qualities that a person brings to the leadership situation Sources of Personal power (2) expert power and referent power expert power capacity to influence others because of one's knowledge and skills referent power capacity to influence others because they admire you and want to identify positively with you trait approaches a leadership perspective that attempts to determine the traits or personal characteristics that separate effective from ineffective leaders behavioral theories attempt to identify what good leaders do and what behaviors they exhibit basic dimensions of leadership behaviors concern for the task to be accomplished and concern for the people doing the work human relations leader focuses on people's needs, building relationships (country club manager) democratic leader focuses on building participation and support for a shared purpose (team manager) laissez-faire leader focuses on minimum effort to get work done (impoverished manager) autocratic leader focuses on efficiency of tasks and operations (authority-obedience manager) contingency approach leadership perspective proposing that universally important traits and behaviors do not exist (effective leadership behavior varies from situation to situation) Hersey-Blanchard situational leadership model suggests that a manager should consider an employee's readiness before deciding whether to use task or relationship-orientated behaviors ability the level of the employee's skills and technical