Blake Waits 11
Chapter Eleven 11.1 Chapter Eleven is leadership and influence, and involves the process of individuals to
shape their organizations' and their workers' goals and assist achieving those goals without coercion. Power is the ability to affect others' behavior and includes legitimate, reward, coercive (force), referent, and expert powers. Leadership behaviors include job- centered, employee-centered, initiating-structure, consideration, and concern for production and people. Situationalleaderships are the LPC theory (style varies on situation), path-goal (make rewards and define how to get there), Vroom's decision tree
(different situations require different degrees of group participation), and the LMX model
(individual relationships with subordinates results in individual leadership styles). Tasks and structures that do not need social support may have substitutes for leadership.
Charismatic leadership is when a leader can inspire support by envisioning the future, setting high expectations, having high personal confidence, and supports others through confidence. Transformational leadership is when a leader transcends expectations by transmitting the mission, being an expert, and encouraging new thinking and behavior.
Strategic leadership is leading change to align the organization with the environment.
Cross-cultural leadership uses broad concepts to influence diverse workforces. Political behavior is the activity used to gain and use power to direct preferred results, and can be used nay direction in an organization by any member of the organization. Inducement, persuasion, obligation, coercion, and impression management are political behaviors.
11.2 Personal mgmt My social life follows the leader-member exchange model. I have individualized and differentiated relationships with friends and acquaintances. My friends are the "in-group" and receive special privileges not given to my acquaintances, the "out-group." My acquaintances also receive less of my time and attention.
11.3 Work mgmt Minamyer Residential requires political behavior in order to function in management. Home managers often give favors to their subordinates to create obligations and for inducement. Program Specialists use inducement, persuasion, and impression management to curry favor with the directors. The Directors use all of the political tactics to influence their subordinates.
Blake Waits 12
12.1 Chapter Twelve is communication, the transmitting of ideas from one person to another.
In order for communication to be effective, the information transmitted must be accurate, timely, complete, and relevant. Noise is the disruption that interferes with effective communication. Both oral and written communication must be utilized to be effective.
A network is the pattern of communication and includes the wheel, the Y, the chain, the circle, and the all-channel models. The wheel network is the most centralized with one person disseminating information, and the all-channel network is the most decentralized, with everyone communicating with each other. Vertical communication is communication along fonnallines and includes upward communication in which subordinates relate relevant information, requests, and complaints to their superiors, and downward communication in which superiors relate assignments, directives, and feedback to their subordinates. Horizontal communication is lateral communication that fosters coordination, joint problem solving, and teamwork (matrix model). Electronic