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Influence, Power and Leadership

ORG 503

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2.energetic and engaged/feel strongly about the organization
5.when a work team has a poor performing member and the other members hold onto them longer than typical
7.leaders perform actions that increase trust (bank analogy)
9.defined by their subordinate status
10.to shift portions of the responsibility to followers
11.completely dedicated and attached to a leader
15.suggests that leaders are successful only in situations that match their competencies
20.leader with a strategic vision, sensitivity to the environment, sensitivity to member needs, personal risk, and unconventional behavior
21.those that are truly detached from the group and prefer to work alone
22.power which is externally validated
26.one of the types of work teams/manage themselves
27.participative process resulting in higher quality decisions, greater acceptance, engagement, and skill development
32.results from the belief that one holds credibility or expertise
33.suggests that leaders would be successful in every situation
35.when rewards and punishments are contingent upon the performance of the followers
37.the act or power of producing an effect without apparent exertion of force or direct exercise of command
38.manager who assumes that workers are lazy
39.results from liking, respecting, and admiring another
40.assumes and requires followership
1.the sexual make of a person
3.stimulating and inspiring followers to both achieve extraordinary outcomes and, in the process, develop their own leadership capacity
4.leaders ask something of their followers when it is necessary to take action or make a change (bank analogy)
6.also called negative power
8.would like to have an impact on the organization
12.gives direction to the team/involved in supervising day to day operations
13.gender that acts in more transformational ways
14.manager who assumes that workers are ambitious
16.example- people reeling fish against one another work faster than when alone
17.those who observe but do not actively participate
18."leaders are made not born"
19.recommends leaders do whatever is necessary to create success among followers
23.the object of a person's ambition or effort
24.results from one's ability to offer rewards for behavior
25.focus on long-term objectives
28.the capacity or willingness to follow a leader
29."leaders are born not made"
30.when leaders focus on people and allow members to flourish in improve group performance
31.focus on day to day activities
34.a function of strength, immediacy and number
36.gender that engages in more reward-contingent behaviors

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