ID 2415 Lecture 7: Chapter 7 Key Terms

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peachcrab103

22 May 2018

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Chapter 7 Key Terms

• Leadership-Influence exerted through communication that helps a group achieve goals;

performance of a leadership function by any member.

• Power-The potential to influence behavior of others, derived from such bases as the ability to

reward and punish, expertise, legitimate title or position, and personal attraction.

• Leader-A person who uses communication to influence others to meet group goals and needs;

any person identified by members of a group as leader; a person designed as leader by election

or appointment.

• Designed leader-A person appointed or elected to a position as leader of a small group.

• Emergent Leader-The person who emerges as the leader of an initially leaderless group in which

all members start out as equals.

• Traits Approach- The approach to leadership that assumes that leaders have certain traits that

distinguish them from followers or members of a group.

• Styles Approach- The leadership approach that studies the interrelationship between leader

style and member behaviors.

• Democratic Leader-Egalitarian leaders who coordinate and facilitate discussion in small groups,

encouraging participation of all members.

• Laissez-Faire Leaders-Do nothing designated leaders who provide minimal services to the group.

• Autocratic Leader-Leaders who try to dominate and control a group.

• Functions Approach-The study of functions performed by leaders; the theory that leadership is

defined by the functions a group needs and can be supplied by any member.

• Contingency Approaches-The study of leadership that assumes that the appropriate leadership

style i a gie situatio depeds o fators suh as eers’ skills ad koledge, tie

available, the type of task and so forth.

• Communicative Competency Model-the model that assumes that the communication-related

skills and abilities of members are what help groups overcome obstacles and achieve their goals.

• Leader Member Exchange Model-The leadership model based on the finding that supervisors

develop different kinds of leadership relationships with their subordinates, depending on

characteristics of both the leader and members.

• Transformational leadership-Empowers group members to exceed expectations by rhetorically

creating a vision that inspires and motivates members.

• Distributed Leadership-The concept that group leadership is the responsibility of the group as a

whole, not just of the designated leader; assumes that all members can and should provide

needed leadership services to the group.

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Related Questions

Chapter 5 Discussion

Most of you will agree that power and politics are alive and well in most organizations. Now the question is how do you as leaders use power to accomplish the missionâs goals? One of your objectives in this class is to sharpen your influencing people skills by studying different leadership methods. In this module, you will do exactly that by gaining a better understanding of how leaders use legitimate, reward, expert, referent, and coercive power to influence others.

As your text indicates, the three distinct outcomes that may result from the use of power to influence others: compliance, resistance, and commitment. The effective use of position power generally leads to employee compliance, whereas the excessive use of position power and particularly coercive power may result in resistance. The follower response most often generated by personal power is commitment to the organization's goals and objectives and that is what you, as leaders should be striving for in terms of the organizationâs mission.

Post your responses on the Discussion Board. They should be a minimum of 300 words, grammatically sound, and free from spelling errors. Be sure to comment or respond to at least two of you classmates' postings.

Discussion Questions: Select a present or past manager who has or had coercive power.

Give a specific example of how he or she uses or used reward and punishment to achieve an objective.

Overall, how effective is (or was) this manager at using rewards and punishment?

ID 2415 Lecture 7: Chapter 7 Key Terms

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