The
process of influencing others to behave in preferred ways to
accomplish organizational objectives.
The
ability to influence others' behavior to accomplish preferred
results.
Also
called formal authority, it is the right to manage derived from
delegation based on ownership or property rights.
The
ability to lead others and influence behavior based on perceived
expertise or special knowledge.
The
ability to generate in others a sense of admiration and
devotion; often associated with charisma.
The
capability to punish, rather than reward, or to withhold rewards
to influence preferred behavior; power based on fear and force.
The
ability to influence behavior by controlling rewards in a
positive, motivating way.
A
concept articulated by Chester Barnard that implies a range of
acceptance by subordinates to orders with few objections. Beyond
the zone, subordinates are no longer indifferent and object to
orders.
Management
style emphasizing control of, rather than encouragement of,
employees work, focusing on work results, task responsibilities,
and work standards.
A
style of management that emphasizes motivation, social cohesion,
participative decision making,
and a concern for employees.
A
directive style of leadership with power centered in one or a
few key individuals; autocratic leaders typically focus on
tasks, centralize personal power, and have a low concern for
people
A
style of leadership that encourages employees through motivation
techniques and acceptance.
An
approach to leadership that involves employees in decisions
through group efforts and team&-building techniques.
Developed
by Rensis Likert, it is a description of four approaches to
leadership taken by managers, ranging from autocratic to
participative. Likert believes the one best way to lead is
through "System 4 participation."
An
organizational development model created by Robert Blake and
Jane Mouton that is based on a matrix of values between 1 and 9
for two primary variables explaining a manager's orientation:
concern for production and concern for people.
An
approach to leadership that suggests the most effective
management behavior depends on circumstances.
A
contingency approach to leadership that holds managers
responsible for influencing employees to work for rewards linked
to specific tasks.
A
theory of leadership that suggests conditions that influence
subordinates to participate in various ways in decision making.
An
approach to leadership in which managers adopt behavior to
coincide with the maturity of subordinates; the four behavior
modes are delegating, participating, selling, and telling.
Refers
to an organization that has employees from diverse cultural
backgrounds or that has relationships with customers and other
external constituents who represent diverse socioculturl
interests.
The
ability of leaders to make profound changes, introduce new
visions for their organizations, and inspire people to work
toward achieving those visions.
