BUS 272 Chapter 8: Power and Leadership

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Bases of power: coercive power, reward power, expert power, referent power. People will respond in one of three ways: commitment, compliance, resistance. Inspirational appeals: consultation, personal appeals, exchange, coalition tactics, pressure. The abuse of power: sexual harassment, workplace bullying, passive aggressive behavior, cultural insensitivity. Original leadership theories: trait theories, behavioural theories, situational theories. Forward looking: honest, walks the talk, charisma. Leaders are born, not made: trait: characteristics of the person, some traits associated with leadership, physical characteristics, personality traits, abilities, extraversion, conscientiousness, openness to experience. Leaders can be made: it"s what they do that matters: specific behaviours differentiate leaders from non-leaders, ohio state/michigan studies. Situational leadership theories: stress the importance of considering the context when examining leadership. Fiedler contingency model: effective performance depends upon the proper match between the leader"s style and the situation. Fiedler assumed that an individual"s leadership style is fixed.

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