1 Explain what leadership is, when leaders are effective and ineffective, and the sources of power than enable managers to be effective leaders

1. The Nature of Leadership
   Leadership is the process by which one person influences others to achieve organizational goals.
   1. Personal leadership style and managerial tasks – a manager's personal leadership style is the way the manager chooses to influence others.
   2. Leadership style across cultures – leadership styles are different in different cultures.
   3. Power: the key to leadership – the ability of the leader to get others to act in certain ways.
      1. Legitimate power – authority a manager has based on his position in the organization.
      2. Reward power – the ability of a manager to give rewards based on a subordinate's performance.
      3. Coercive power – the ability of a manager to punish others.
      4. Expert power – power derived from specialized knowledge or skills.
      5. Referent power – power that comes from the subordinates' respect for the manager.
   4. Empowerment: an ingredient in modern management – giving subordinates the authority to make decisions and to be responsible for their outcomes.

2 Identify the traits that show the strongest relationship to leadership, the behaviors leaders engage in, and the limitations of the trait and behavior models of leadership

2. Trait and Behavior Models of Leadership
   1. The trait model – focuses on identifying personal characteristics that cause effective leadership.
   2. The behavior model – the Ohio State model
      1. Consideration – managers show subordinates' that they trust and respect and care about them.
      2. Initiating structure – managers take steps to ensure that the work gets done well and on time.

3 Explain how contingency models of leadership enhance our understanding of effective leadership and management in organizations

3. Contingency Models of Leadership
   Contingency models assert that a manager should act differently in different situations.
   1. Fiedler
      1. Relationship-oriented leaders – want to be liked by their subordinates.
      2. Task-oriented leaders – focus on encouraging subordinates to perform at a high level on the job.
      3. Situational characteristics – Fiedler believed that leaders cannot change their leadership style.
      4. Leader-member relations – the extent to which subordinates trust and are loyal to their leader.
      5. Task structure – the extent to which subordinates know what and how to do their jobs.
      6. Position power – the amount of legitimate, reward, and coercive power a leader has from his position in the organization.
   2. House's Path-Goal Theory – what do leaders need to do to motivate subordinates to achieve organizational goals?
      1. Find out what outcomes subordinates want
      2. Reward subordinates with the outcomes they want
      3. Show subordinates how to achieve goals and express confidence in their abilities.
      4. Four leader behaviors that motivate subordinates:
         1. Directive behaviors – set goals and assign tasks.
         2. Supportive behaviors – look out for the interests of subordinates.
         3. Participative behaviors – allow subordinates to play a part in decisions.
         4. Achievement-oriented behaviors – motivate subordinates to perform at the highest level possible.
   3. The leader substitutes model – something that makes leadership unnecessary.
   4. Bringing it all together -- managers lead in ways that are appropriate for the situation and also for the subordinates that are being led.

4 Describe what transformational leadership is, and explain how managers can engage in it.

4. Transformational Leadership
   Transformational leadership occurs when managers change their subordinates by helping them understand how important their jobs are to the success of the organization, help subordinates to understand that the manager is aware of their needs, and motivate them to perform at a high level.
   1. Being a charismatic leader – an important aspect of transformational leadership.
   2. Stimulating subordinates intellectually – helping subordinates to see problems as challenges that they can meet.
   3. Engaging in developmental consideration – the manager makes a great effort to encourage subordinates and helps them to grow and succeed on the job.
   4. The distinction between transformational and transactional leadership – in transactional leadership, managers use rewards and coercion to encourage high performance in subordinates.

5 Characterize the relationship between gender and leadership

5. Gender and Leadership
   1. Emotional intelligence and leadership – can help leaders develop a vision for the organization and motivate subordinates to perform to work to achieve it.