Leadership Theory & Practice - Northouse 2024/2025 correct study guide verified A+ tips NEW!!!!

Leadership Theory & Practice - Northouse 2024/2025 correct study guide verified A+ tips NEW!!!!1. Bennis & Nanus Manage v. Lead manage - accomplish activities and manage routines lead - influences others & create shared vision for change "Managers are people who do things right and leaders are people who do the right things." 2. Leadership Defi- nition 3. Assigned Lead- ership 4. Emergent Lead- ership 5. Six Based of Power a process whereby an individual influences a group of individuals to achieve a common goal leadership based on an assigned position leadership b/c an individual is perceived as the most influential member of a group, regardless of title Referent Expert Legitimate Reward Coercive Information 6. Referent Power based on identification and liking someone 7. Expert Power based on perception of competence 8. Legitimate Pow- er based on status or formal job authority 9. Reward Power based on capacity to provide rewards 10. Coercive Power based on capacity to penalize or punish 11. Information Pow- er based on possessing knowledge that others want or need 12. Kellerman shift in power from leaders to followers "The End of Leadership" 13. Position Power Legitimate Reward Coercive Information 14. Personal Power Referent Expert 15. "Great man theo- ries" 16. Common traits from various traits based re- search trait based theory focused on identifying innate qualities and characteristics possessed by great leaders Intelligence Self-confidence Determination Integrity Sociability 17. Goleman Emotional Intelligence - personal competence and social competence 18. Emotional Intelli- gence 19. Goleman - per- sonal compe- tence 20. Goleman - social competence 21. strengths of trait approach 22. criticisms of trait approach ability to perceive and express emotions, to use emotions to facilitate thinking, to understand and reason with emo- tions, and to effectively manage emotions within oneself and in relationship with others self-awareness, confidence, self-regulation, conscien- tiousness, and motivation empathy and social skills such as communication and conflict management intuitively appealing research supports highlights the leader in leadership process benchmarks - what to look for if we want to be leaders doesn't outline definitive set of traits fails to take situations into account highly subjective determination of important traits 23. 5 Factor Person- ality Model traits not compared to outcomes not useful for training and development extraversion conscientiousness openness low neuroticism agreeableness 24. Katz skills approach - can be developed 3 basic administrative skills technical human conceptual 25. skills approach emphasis on skills and abilities that can be learned and developed 26. skills based model - Mumford 27. skills - mumford - competencies 28. skills - mumford - individual attrib- utes 29. skills - mumford - leadership out- comes 30. strengths of skills approach competencies individual attributes leadership outcomes career experiences environmental influences problem solving skills social judgment skills knowledge general cognitive ability - general intelligence crystallized cognitive ability - experience over time motivation personality effective problem solving performance leader centered focus on development of certain skills intuitively appealing expansive view of leadership consistent with leadership development programs 31. criticisms of breadth extends beyond leadership skills approach weak in predictive value many components are actually trait based may not be good for all contexts (research was limited)