Chapter 10 Business Management

a mental image of a possible and desirable future state of the organization

behavior that provides guidance, support, and corrective feedback for day to day activities

behavior thats gives purpose and meaning to organizations, envisioning and creating a positive future

the ability to influence others

a leadership perspective that attempts to determine the personal characteristics that great leaders share

a leader that has the power or authority, to tell others what to do

a leader who has the power to control over punishments

the leader who has the type of power to influence others because she controls valued rewards

a leader that has personal characteristics that appeal to others because of admiration, personal liking, a desire of approval, or a desire to be like the leader.

A leader who has a certain type of expertise or knowledge power, people comply because they believe in them, can learn from them, or can otherwise gain experience from them

a leadership perspective that attempts to identify what good leaders do, that is, what behaviors they exhibit

actions taken to ensure that the work group or organization reaches its goals

actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group

highlights the importance of leader behaviors not just toward the group as a whole but towards individuals on a personal basis.

a form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group

a form of leadership in which the leader solicits input from subordinates

a leadership philosophy characterized by an absence of managerial decisions making.

leadership perspective proposing that universally important traits and behavior do not exist, and that effective leadership behavior varies from situation to situation

a situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leaders power, control, and influence over the situation

a situational model that focuses on the participative dimension of leadership

theory that concerns how leaders influence subordinators perceptions of their work goals and the paths they follow toward attainment of those goals

life cycles theory of leaderships postulating that a manager should consider an employee's psychological and job maturity before deciding whether task performance or maintenance behaviors are more important

the level of the employers skills and technical knowledge relative to the task being performed

an employers self-confidence and self respect

factors in the workplace that can exert the same influence on employers as leaders would provide

a person who is dominant, self confident, convicted of the moral righteousness of his or her beliefs, and able to arouse a sense of excitement and adventure in followers.

leaders who motivate people to transcend their personal interests for the good of the group

leaders who manage through transactions using their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered

a combination of strong professional will (determination) and humility that builds enduring greatness

a style in which the leader is true to himself or herself while leading

leaders who talk about positive change but allow their self interest to take precedence over followers needs

a leader who serves others needs while strengthening the organization

leaders who bridge conflicting value systems or different cultures

rotating leadership, in which people rotate through the leadership role based on which person has the most relevant skills at a particular time.

style in which colleagues at the same hierarchical level are invited to collaborate and facilitate joint problem solving