general business data bank
21. The leader can increase employee motivation, according to the Path-Goal theory, by either (1) clarifying the employee's path to accomplish goals, or (2) maximizing the value of the rewards available to successful employees.
22. If someone believes in telling their subordinates exactly what they are supposed to do, then they are exercising a supportive leader behavior, according to the Path-Goal theory.
23. The work environment contingencies, according to the Path-Goal theory, include the degree of task structure, the nature of the formal authority system, and the work group itself.
24. A substitute counteracts the leadership style and prevents the leader from displaying certain behaviors.
25. A neutralizer is a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors.
26. A transactional leader is an inspirational leader who has the ability to motivate subordinates, through personal transactions, to transcend their normal performance.
27. A transformational leader is a leader distinguished by a special ability to bring about innovation and change.
28. The potential ability to influence the behavior and decisions of other people is power.
29. Mechanistic power is one of the five sources of power.
30. Legitimate, reward, and expert powers are all forms of position power.
31. The type of power that results from the leader's legitimate authority, based upon his or her position within the organization, is called coercive power.
32. When Bob shouts at Tara in public for not finishing her work and suspends her for two days, he is using his coercive power.
33. The powers most likely to generate resistance from employees are legitimate and reward powers.
34. Two types of personal powers are expert and reward powers.
35. Referent power is the type of power that results from political referrals.
36. Empowering employees works because total power in the organization seems to increase.
37. Given that everyone has more say and it takes more time, empowering employees has been on decline in corporate America.
38. A servant leader is a leader who works to fulfill subordinates needs and goals as well as to achieve the organization’s larger mission.