Professional Documents
Culture Documents
McGraw-Hill/Irwin
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Reward power
results from managers authority to reward their subordinates
Coercive power
results from managers authority to punish their subordinates
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Referent power
derived from ones personal attraction
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Approaches to Leadership
Table 14.1
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Employee-centered behavior
managers paid more attention to employee satisfaction and making work groups cohesive
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Consideration
expresses concern for employees by establishing a warm, friendly, supportive climate
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Contingency Approaches
Contingency leadership model
determines if a leaders style is task oriented or relationship-oriented and if that style is effective for the situation at hand
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Task structure
extent to which tasks are routine and easily understood
Position power
refers to how much power a leader has to make work assignments
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Figure 14.1
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Figure 14.2
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Full-Range Model
Transactional leadership
focuses on clarifying employees roles and task requirements and providing rewards and punishments contingent on performance
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Full-Range Model
Transformational leadership
transforms employees to pursue organizational goals over self-interests influenced by individual characteristics and organizational culture
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Table 14.7
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