Real Reference: A Study Tool
Now that you have finished reading this chapter, you can:
Describe the types of power that leaders employ:
- Leadership is the ability to influences others’ behaviors and thoughts toward a productive end (p. 274).
- Legitimate power comes from an individual’s role or title (p. 274).
- Coercive power stems from the ability to threaten or harm others (pp. 274–275).
- Reward power is derived from the ability to bestow rewards (p. 275).
- Expert power comes from the information or knowledge an individual possesses (p. 275).
- Referent power stems from the respect and affection that followers have for a leader (p. 275).
Describe how leadership styles should be adapted to the group situation:
- A directive leader gives specific instructions (pp. 277–278).
- A supportive leader attends to members’ emotional and relational needs; (p. 278).
- A participative leader views members as equals, inviting collaboration; (p. 278).
- A delegating leader, whom some call a “hands-off” or laissez-faire leader, allows group members to carry out tasks on their own; (pp. 278–279).
- An achievement-oriented leader sets challenging goals and has high expectations; (p. 279).
Identify the qualities that make leaders effective at enacting change:
- Visionary leaders envision the long-range future (p. 281).
- Charismatic leaders use an engaging personality and dynamic communication style (p. 281).
- Transformative leaders energize others and make real changes (p. 281).
- Unethical leadership behaviors include bullying, the use of aggressive tactics, and Machiavellianism or leadership by manipulation (p. 283).
Identify how culture affects leadership behavior:
- Masculine leadership—valuing hierarchy and control—and feminine leadership—valuing relationships and nurturing (p. 284).
- Leaders from high-context cultures tend to make suggestions rather than dictating orders or imposing solutions (p. 284).
List the forces that shape a group’s decisions:
- Groupthink occurs when members avoid challenging the group’s ideas or decisions (p. 286–287).
- Cognitive forces are members’ thoughts, beliefs, and emotions (p. 287).
- Psychological forces refer to members’ personal motives, goals, attitudes, and values (p. 287).
- Social forces are group standards for behavior that influence decision making (p. 288).
Explain the six-step group decision process:
- Identify and define the problem (p. 288).
- Analyze the problem (pp. 288–289).
- Generate solutions by brainstorming, coming up with as many ideas as possible; then identifying the criteria that solutions will have to meet (p. 289).
- Evaluate and choose a solution (p. 290).
- Implement the solution (p. 290).
- Assess the results (pp. 290–291).
List behaviors to improve meetings:
- Assess whether the meeting is necessary, ensure that those present are necessary, ask for information in advance, articulate goals, and set an agenda (pp. 292–293).
- To manage the meeting, arrive prepared; keep the group focused; keep an eye on the time, perhaps using a nonbinding straw poll manage distractions; manage conflict; summarize periodically; consider making decisions by consensus, and follow up (pp. 293–296).
Demonstrate aspects of assessing group performance:
- Informational considerations.
- Procedural effectiveness (p. 299).
- Interpersonal performance (p. 299). Avoid grouphate, or negativity toward working in groups (p. 300).