MHR Chapter 10
Chapter 10 Summary
-Leadership
-Vision
• Vision: a mental image of a possible and desirable future state of the organization.
-Comparing Leaders and Managers
• Supervisory leadership: behavior that provides guidance, support, and corrective feedback for day-to-day activities.
• Strategic leadership: behavior that gives purpose and meaning to organizations, envisioning and creating a positive future.
-Power and leadership
• Power: the ability to influence others.
• Legitimate power- A leader with legitimate power has the right, or the authority, to tell others what to do; employees are obligated to comply with legitimate orders.
• Reward power- The leader who has reward power influences others because she controls valued rewards; people comply with the leader’s wishes to receive those rewards.
• Coercive power- A leader with coercive power has control over punishments; people comply to avoid those punishments.
• Referent power- A leader with referent power has personal characteristics that appeal to others; people comply because of admiration, personal liking, a desire for approval, or a desire to be like the leader.
• Expert power- A leader who has expert power has certain expertise or knowledge; people comply because they believe in, can learn from, or can otherwise gain from that expertise.
-Certain traits may set leaders apart
• Trait approach: a leadership perspective that attempts to determine the personal characteristics that great leaders share.
-Certain behaviors may make leaders effective
• Behavioral approach: a leadership perspective that attempts to identify what good leaders do- that is, what behaviors they exhibit.
-Task performance and group maintenance
• Task performance behaviors: actions taken to ensure that the work group or organization reaches its goals.
• Group maintenance behaviors: actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social
-Leadership
-Vision
• Vision: a mental image of a possible and desirable future state of the organization.
-Comparing Leaders and Managers
• Supervisory leadership: behavior that provides guidance, support, and corrective feedback for day-to-day activities.
• Strategic leadership: behavior that gives purpose and meaning to organizations, envisioning and creating a positive future.
-Power and leadership
• Power: the ability to influence others.
• Legitimate power- A leader with legitimate power has the right, or the authority, to tell others what to do; employees are obligated to comply with legitimate orders.
• Reward power- The leader who has reward power influences others because she controls valued rewards; people comply with the leader’s wishes to receive those rewards.
• Coercive power- A leader with coercive power has control over punishments; people comply to avoid those punishments.
• Referent power- A leader with referent power has personal characteristics that appeal to others; people comply because of admiration, personal liking, a desire for approval, or a desire to be like the leader.
• Expert power- A leader who has expert power has certain expertise or knowledge; people comply because they believe in, can learn from, or can otherwise gain from that expertise.
-Certain traits may set leaders apart
• Trait approach: a leadership perspective that attempts to determine the personal characteristics that great leaders share.
-Certain behaviors may make leaders effective
• Behavioral approach: a leadership perspective that attempts to identify what good leaders do- that is, what behaviors they exhibit.
-Task performance and group maintenance
• Task performance behaviors: actions taken to ensure that the work group or organization reaches its goals.
• Group maintenance behaviors: actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social