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1、 LeaderSomeone who can influence others and who has managerial authority.LeadershipThe process of influencing a group to achieve goals.Legitimate PowerThe power a leader has as a result of his or her position in the organization.Reward PowerThe power a leader has because of his or her ability to giv
2、e positive benefits or rewards.Coercive PowerThe power a leader has because of his or her ability to punish or control.coercivepowerrewardpowerlegitimate powerExpert Power Influence thats based on expertise,special skills, or knowledge.Referent Power Power that arises because of a persons desirable
3、resources or personal traits.nLegitimate powernReward powernCoercive powernExpert powernReferent powerPosition powerPersonal powerTrait TheoriesLeadership theories that focused basically on leader traitscharacteristics that might be used to differentiate leaders from nonleaders.Behavioral TheoriesLe
4、adership theories that identified behaviors that differentiated effective leaders from ineffective leaders.University of IowanDemocratic stylenAutocratic stylenLaissez-faire styleAutocratic StyleA leader who tended to centralize authority, dictate work methods, make unilateral decisions, and limit e
5、mployee participation.Democratic StyleA leader who tended to involve employees in decision making, delegate authority,encourage participation in deciding work methods and goals, and use feedback as an opportunity for coaching employees.Laissez-faire styleA leader who generally gave the group complet
6、e freedom to make decisions and complete the work in whatever way it saw it fit.Managerial GridnConcern for peoplenConcern for productionManagerial Grid A two-dimensional grid of two leadership behaviors concern for people and concern for production which resulted in five different leadership styles
7、.Fiedler Contingency ModelA leadership theory that proposed that effective group performance depended on the proper match between a leaders style of interacting with his or her followers and the degree to which the situation allowed the leader to control and influence.leadership stylentask orientedn
8、relationship orientedSituation/Contingency VariablesnLeader-member relationsnTask structurenPosition powerLeader-member RelationsOne of Fiedlers situational contingencies that described the degree of confidence, trust, and respect employees had for their leader.Task StructureOne of Fiedlers situatio
9、nal contingencies that described the degree to which job assignments were formalized and procedurized.Position PowerOne of Fiedlers situational contingencies that described the degree of influence a leader had over power-based activities such as hiring, firing, discipline, promotions, and salary inc
10、reases.Situational Leadership Theory (SLT) A leadership contingency theory that focuses on followers readiness.Readiness The extent to which people have the ability and willingness to accomplish a taskR4Able &WillingR3Able & UnwillingR2Unable & WillingR1Unable & UnwillingFollower ReadinessHigh Moderate LowLow relationship & low taskHigh task & Low relationshipTask BehaviorRelationship BehaviorStyle of LeaderHigh relationship & low taskHigh task & High relationshipLow HighhighdelegatingparticipatingSelling TellingS3 S2S4 S1Hersey & Blanchards Situational Model
