Refer to Pages 23–55.

2.1: Define leadership, and explain the difference between being a manager and being a leader.

Refer to Page 24.

Leadership is the process of influencing others to understand and agree about what needs to be done and how to do it and the process of facilitating individual and collective efforts to accomplish shared objectives. The manager is the day-to-day problem solver, and the leader is focused on developing new approaches and options for the future. Leadership is about inspiring others to follow their vision for the organization. Managers are concerned with controlling the operations of the organization so things run efficiently. The manager imitates, the leader originates. The manager asks how and when; the leader asks what and why. The manager relies on control; the leader inspires trust.

2.2: Compare the elements of transactional and transformational leadership.

Refer to Page 26.

Transactional leadership is behaviors that motivate follower through rewards and corrective actions. Transformational leadership is behaviors that mobilize extra effort from followers through emphasis on change through articulating a new vision for the organization. Leadership is a continuum with transactional leadership being the foundation on which transformational leadership is built. Both styles must develop effective working relationships with followers.

2.3: Illustrate the leader—member exchange (LMX) model with an example.

Refer to Page 28.

There are three steps in the LMX relationship development process: roletaking, role-making, and role-routinization. In role-taking, the boss tests the commitment of the follower by offering extra work. Through this testing and responses, the boss forms an overall assessment of whether the follower is in-group or out-group. During the process of role-making, mutual expectations of the working relationship are established and the follower’s role is clearer. The final step is role-routinization. Once roles are made, they become stable since the leader and follower both know what to expect. For example, relationships develop best when the leader is able to delegate tasks to the member.

2.4: Explain why trust is important and how to repair it.

Refer to Page 35.

The following definition of trust is often cited: “the willingness to be vulnerable.” In a meta-analytic study, trust was found to be related to important outcomes—risk-taking and job performance. A review of the various definitions of trust offers the following summary: Trust is a psychological state comprising the intention to accept vulnerability based on positive expectations of the intentions or behavior of another. Trust is fundamental to the development of effective working relationships with bosses (and others). To repair trust, ask the following questions: Is the trustee innocent or guilty of committing the transgression? If innocent, denial and offer any available exonerating information? If the trustee is guilty of the transgression, should this be attributed to the situation or to the person? If guilty an apology should follow. If the transgression is attributed at least in part to the person, is the personal shortcoming fixable or is it an enduring characteristic of the trustee? Promises may restore trust but not if trustee lied in the process.

2.5: Compare and contrast power and influence, and provide an example of each.

Refer to Page 38

Power is the potential of one person (or group) to influence another person or group. Some people have a lot of power but they don’t need to actually exercise it. For example, a police officer sitting on the side of the interstate affects your behavior (and those ahead of you!). You remove your foot from the accelerator and slow down. It is the officer’s potential to write you a ticket and not the actual behavior of writing it that changes behaviors. This is important to keep in mind. You don’t always have to demonstrate your power—if you attain a managerial position and have others who report to you, it is unspoken. Often, power is best executed when it is done so in a subtle manner. Influence, in turn, is the exercise of power to change the behavior, attitudes, and/or values of that individual or group.

2.6: Explain why political skill is important for a leader to be effective.

Refer to Page 44.

Political skill is the ability to effectively understand others at work and to use such knowledge to influence others to act in ways that enhance one’s personal and/or organizational objectives. Political skill is essential for making all the tactics and reciprocities described in the chapter work.

2.7: Describe ethical leadership, and explain its importance.

Refer to Page 45.

Leadership and ethics are intertwined, and the exercise of power and influence is an area where the tests described in the boxed insert must be applied. Ethical decision making is important to the practice of leadership and contemporary theories of leadership address morality. Research on ethical leadership has found four components: (1) Moral sensitivity involves recognizing that our behavior impacts others. (2) Moral judgment involves determining the right decision. (3) Moral motivation is having the need to do the right thing. (4) Moral action.

2.8: Compare and contrast authentic and servant leadership

Refer to Page 46.

A definition of the servant leader is as follows: The servant-leader is servant first. . . . It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions. Authentic leadership involves knowing oneself and behaving in a way that is consistent with what is intuitively right. Authentic leadership has four dimensions: (1) Self-awareness—for example, seeks feedback to improve interactions with others. (2) Relational transparency—for example, says exactly what he or she means. (3) Internalized moral perspective—for example, demonstrates beliefs that are consistent with actions. (4) Balanced processing—for example, solicits views that challenge his or her deeply held positions.