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| Leadership model | example for emulation or use in a given situation
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| Contingency leadership model | used to determine if a person’s leadership style is task- or relationship-oriented, and if the situation (Leader-member relationship, task structure, and position power) matches the leader’s style to maximize performance.
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| Leadership continuum model | used to determine which one of seven styles to select, based on the use of boss-centered versus subordinate-centered leadership, to meet the situation (boss, subordinates, situation/time) to maximize performance.
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| Path-Goal leadership model | used to select the leadership style (Directive, supportive, participative, or achievement-oriented) appropriate to the situation (Subordinate and environment) to maximize both performance and job satisfaction.
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| Directive-Leader | provides high structure
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| Supportive-Leader | provides high consideration
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| Achievement-oriented-Leader | sets difficult but achievable goals, expects followers to perform at their highest level, and reward them for doing so.
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| Normative leadership model | has a time-driven and development-driven decision tree that enables the user to select one of five leadership styles (decide, consult individually, consult group, facilitate, and delegate) appropriate for the situation to maximize decisions.
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| Participative-Leader | includes employee input into decision making
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| Prescriptive leadership model | tell the user exactly which style to use in a given situation
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| Descriptive leadership model | they identify contingency variables and leadership styles without specifying which style to use in a given situation
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| Substitutes for leadership | include characteristics of the subordinate, task, and organization that replace the need for a leader or neutralize the leader’s behavior
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| Substitutes | for leadership make a leadership style unnecessary or redundant
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| Neutralizers | reduce or limit the effectiveness of a leader’s behavior
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| Power | the leader’s potential influence over followers
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| Position Power | derived from top management, and it is delegated down the chain of command. Position status can give you power
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| Personal Power | derived from the followers based on the leader’s behavior. Charismatic leaders have personal power
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| Legitimate Power | based on the user’s position power, given by the organization. It is also called the legitimization influencing tactic. Determined by subordinates
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| Rational Persuasion | includes logical arguments with factual evidence to persuade others to implement your recommended action
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| Reward power | based on the user’s ability to influence others with something of value to them. Power is strong or weak based on his or her ability to punish and reward followers
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| Exchange influencing tactic | offering some type of reward for helping you meet your objective
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| Coercive power | involves punishment and withholding of rewards to influence compliance. Also called pressure influencing tactic
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| Referent power | based on the user’s personal relationships with others. Called personal appeals influencing tactic based on loyalty and friendship
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| Inspirational appeals influencing tactic | leader appeals to the follower’s values, ideals, and aspirations, or increases self-confidence by displaying his or her feelings to appeal to the follower’s emotions and enthusiasm
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| Expert power | based on the user’s skill and knowledge. Experts commonly use the rational persuasion influencing tactic because people believe they know what they are saying and that it is correct
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| Information power | based on the user’s data desired by others. Information power involves access to vital information and control over its distribution to others
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| Connection power | based on the user’s relationship with influential people. With a coalition influencing tactic, leaders use influential people to help persuade others to meet their objective
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| Politics | the process of gaining and using power
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| Networking | the process of developing relationships for the purpose of socializing and politicking
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| Reciprocity | involves creating obligations and developing alliances, and using them to accomplish objectives
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| Coalitions | using coalitions as an influencing tactic is political behavior. Reciprocity and networking are used to achieve ongoing objectives, whereas coalitions are developed for achieving a specific objective
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| Co-optation | process of getting a person whose support you need to join your coalition rather than compete
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| Negotiating | a process in which two or more parties have something the other wants and attempt to come to an agreement
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| One-Minute Self-sell | an opening statement used in networking that quickly summarizes your history and career plan and asks a question.
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| Communication | is the process of conveying information and meaning
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| Oral message-sending process | (1) Develop rapport; (2) stat your communication objective; (3) transmit your message; (4) check the receiver’s understanding; and (5) get a commitment and follow up
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| Message-receiving process | includes listening, analyzing, and checking understanding
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| Feedback | the process of verifying messages and determining if objectives are being met
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| Paraphrasing | is the process of having the receiver restate the message in his or her own words
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| 360-degree feedback | is based on receiving performance evaluations from many people
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| Coaching | is the process of giving motivational feedback to maintain and improve performance
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| Job instructional training (JIT) | steps include (1) trainee receives preparation; (2) trainer presents the task; (3) trainee performs the task; and (4) trainer follows up
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| Coaching feedback | is based on a good, supportive relationship; it is specific and descriptive; and it is not judgmental criticism.
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| Attribution theory | is used to explain the process managers go through in determining the reasons for effective or ineffective performance and deciding what to do about it
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| Performance formula | explains performance as a function of ability, motivation and resources
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| Mentoring | is a form of coaching in which a more experienced manager helps a less experienced protégé
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| Conflict | exists whenever people are in disagreement and opposition
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| Initiating conflict resolution model | steps are (1) plan a BCF statement that maintains ownership of the problem; (2) present your BCF statement and agree on the conflict; (3) ask for, and/or give, alternative conflict resolutions; and (4) make an agreement for change
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| BCF model | describes a conflict in terms of behavior, consequences, and feelings
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| Mediator | is a neutral third party who helps resolve a conflict
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| Arbitrator | is a neutral third party who makes a binding decision to resolve a conflict
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