14.

1Leadership is defined as the use of power and influence to direct the activities of followers toward
goal achievement. An effective leader improves the performance and well-being of his or her overall
unit, as judged by profit margins, productivity, costs, absenteeism, retention, employee surveys, and so
forth. An effective leader also cultivates high-quality leadermember exchange relationships on a
dyadic basis through role taking and role making processes.

14.2Leader emergence has been linked to a number of traits, including conscientiousness,

disagreeableness, openness, extraversion, general cognitive ability, energy level, stress tolerance, and
self-confidence. Of that set, the last six traits also predict leader effectiveness.

14.3Leaders can use a number of styles to make decisions. Beginning with high leader control and
moving to high follower control, they include autocratic, consultative, facilitative, and delegative styles.
According to the time-driven model of leadership, the appropriateness of these styles depends on
decision significance, the importance of commitment, leader expertise, the likelihood of commitment,
shared objectives, employee expertise, and teamwork skills.

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14.4Most of the day-to-day leadership behaviors that leaders engage in are examples of either initiating
structure or consideration. Initiating structure behaviors include initiation, organization, and production
sorts of duties. Consideration behaviors include membership, integration, communication, recognition,
and representation sorts of duties.

14.5Transactional leadership emphasizes carrot-and-stick approaches to motivating employees,

whereas transformational leadership fundamentally changes the way employees view their work. More
specifically, transformational leadership inspires employees to commit to a shared vision or goal that
provides meaning and challenge to their work. The specific behaviors that underlie transformational
leadership include the Four Is: idealized influence, inspirational motivation, intellectual stimulation,
and individualized consideration.

14.6Transformational leadership has a moderate positive relationship with job performance and a
strong positive relationship with organizational commitment. It has stronger effects on these outcomes
than other leadership behaviors.

14.7Leaders can be trained to be effective. In fact, such training can be used to increase
transformational leadership behaviors, despite the fact that charisma is somewhat dependent on
personality and genetic factors.

KEY TERMS

Leadership

Leadermember exchange theory

Role taking

Role making
Leader effectiveness

Leader emergence

Autocratic style

Consultative style

Facilitative style

Delegative style

Time-driven model of leadership

Initiating structure

Consideration

Life cycle theory of leadership

Readiness

Telling

Selling

Participating

Delegating

Transformational leadership

Laissez-faire leadership

Transactional leadership

Passive management-by-exception

Active management-by-exception

Contingent reward

Idealized influence

Inspirational motivation

Intellectual stimulation

Individualized consideration
Substitutes for leadership model

Substitutes

Neutralizers

TAKEAWAYS

13.1Leadership is the use of power and influence to direct the activities of followers toward goal
achievement. Power is the ability to influence the behavior of others and resist unwanted influence in
return. Power is necessary, in that it gives leaders the ability to influence others.

13.2Leaders have five major types of power. There are three organizational forms of power: Legitimate
power is based on authority or position, reward power is based on the distribution of resources or
benefits, and coercive power is based on the handing out of punishments. There are two personal forms
of power: Expert power is derived from expertise and knowledge, whereas referent power is based on
the attractiveness and charisma of the leader. These types of power can be used most effectively when
leaders are central to the work process, highly visible, have discretion, and are the sole controllers of
resources and information.

13.3Leaders can use at least 10 different influence tactics to achieve their objectives. The most effective
are rational persuasion, consultation, inspirational appeals, and collaboration. The least effective are
pressure and the forming of coalitions. Tactics with moderate levels of effectiveness are ingratiation,
exchange, personal appeals, and apprising.

13.4Organizational politics are individual actions that are directed toward the goal of furthering a
persons own self-interests. Political behavior is most likely to occur in organizational situations in which
individual outcomes are uncertain.

13.5Leaders use power and influence to resolve conflicts through five conflict resolution styles:
avoidance, competing, accommodating, collaborating, and compromising. The most effective, and most
difficult, tactic is collaboration.

13.6Leaders use both distributive and integrative bargaining strategies to negotiate outcomes. The
process of negotiating effectively includes four steps: preparation, exchanging information, bargaining,
and closing and commitment.

13.7Power and influence have moderate positive relationships with job performance and organizational
commitment. However, for these beneficial effects to be realized, leaders must wield their power
effectively and rely on effective influence tactics in negotiating outcomes

KEY TERMS

Leadership

Power

Legitimate power
Reward power

Coercive power

Expert power

Referent power

Substitutability

Discretion

Centrality

Visibility

Influence

Rational persuasion

Inspirational appeal

Consultation

Collaboration

Ingratiation

Personal appeals

Exchange tactic

Apprising

Pressure

Coalitions

Internalization

Compliance

Resistance

Organizational politics

Political skill

Competing
Avoiding

Accommodating

Collaboration

Compromise

Negotiation

Distributive bargaining

Integrative bargaining

Preparation

BATNA

Exchanging information

Bargaining

Closing and commitment

Alternative dispute
resolution

Mediation

Arbitration

TAKEAWAYS

11.1There are several different types of teamswork teams, management teams, action teams, project
teams, and parallel teamsbut many teams in organizations have characteristics that fit in multiple
categories and differ from one another in other ways.

11.2Teams can be interdependent in terms of the team task, goals, and outcomes. Each type of
interdependence has important implications for team functioning and effectiveness.

11.3Team composition refers to the characteristics of the members who work in the team. These
characteristics include roles, ability, personality, and member diversity, as well as the number of team
members.

11.4The effect of diversity on the team depends on time and whether the diversity is surface level or
deep level. The effects of surface-level diversity tend to diminish with time, whereas the effects of deep-
level diversity tend to increase over time.

11.5Task interdependence has a moderate positive relationship with team performance and a weak
relationship with team commitment.
11.6Outcome interdependence has important effects on teams, which can be managed with
compensation practices that take team performance into account.

KEY TERMS

Team

Work team

Management team

Parallel team

Project team

Action team

Virtual team

Forming

Storming

Norming

Performing

Adjourning

Punctuated equilibrium

Task interdependence

Pooled interdependence

Sequential interdependence

Reciprocal interdependence

Comprehensive interdependence

Goal interdependence

Outcome interdependence

Team composition

Role

Leaderstaff teams
Team task roles

Team-building roles

Individualistic roles

Disjunctive tasks

Conjunctive tasks

Additive tasks

Team diversity

Value in diversity problem-solving approach

Similarity-attraction approach

Surface-level diversity

Deep-level diversity

Team viability

Hybrid outcome interdependence

TAKEAWAYS

12.1Taskwork processes are the activities of team members that relate directly to the accomplishment
of team tasks. Taskwork processes include creative behavior, decision making, and boundary spanning

12.2Teamwork processes refer to the interpersonal activities that facilitate the accomplishment of the
teams work but do not directly involve task accomplishment itself. Teamwork processes include
transition processes, action processes, and interpersonal processes.

12.3Communication is a process through which much of the work in a team is accomplished.

Effectiveness in communication can be influenced by the communication competence of the sender and
receiver, noise, information richness, and network structure.

12.4Team states refer to specific types of feelings and thoughts that coalesce in the minds of team
members as a consequence of their experience working together. Team states include cohesion,
potency, mental models, and transactive memory.

12.5Teamwork processes have a moderate positive relationship with team performance and a strong
positive relationship with team commitment.
12.6Organizations can use training interventions to improve team processes. Such interventions may
include training in transportable teamwork competencies, cross-training, team process training, and
team building.

KEY TERMS

Team process

Process gain

Process loss

Coordination loss

Production blocking

Motivational loss

Social loafing

Taskwork processes

Brainstorming

Nominal group technique

Decision informity

Staff validity

Hierarchical sensitivity

Boundary spanning

Ambassador activities

Task coordinator activities

Scout activities

Teamwork processes

Transition processes

Action processes

Interpersonal processes

Relationship conflict
Task conflict

Communication

Information richness

Network structure

Team states

Cohesion

Groupthink

Potency

Mental models

Transactive memory

Transportable teamwork competencies

Cross-training

Personal clarification

Positional modeling

Positional rotation

Team process training

Action learning

Team building