headquartered in Raleigh, North Carolina, fully embraces the open source development model, which relies on global communities of contributors to develop, service, and improve software

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the process by which a person exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals

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An individual who is able to exert influence over other people to help achieve group or organizational goals.

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- specific ways in which a manager chooses to influence other people—shapes how that manager approaches planning, organizing, and controlling (the other principal tasks of managing).

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organizational members who establish and implement procedures and processes to ensure smooth functioning and are accountable for goal accomplishment.

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look to the future, chart the course for the organization, and attract, retain, motivate, inspire, and develop relationships with employees based on trust and mutual respect

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have a strong desire to serve and work for the benefit of others.

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authority a manager has by virtue of his or her position in an organization’s hierarchy

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ability of a manager to give or withhold tangible rewards (pay raises, bonuses, choice job assignments) and intangible rewards (verbal praise, a pat on the back, respect).

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ability of a manager to punish others. Punishment can range from verbal reprimands to reductions in pay or working hours to actual dismissal.

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- based on the special knowledge, skills, and expertise that a leader possesses. The nature of expert power varies, depending on the leader’s level in the hierarchy.

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- power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty.

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the process of giving employees at all levels the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs—is becoming increasingly popular in organizations.

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The expansion of employees’ knowledge, tasks, and decision-making responsibilities.

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focused on identifying the personal characteristics that cause effective leadership.

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Helps managers understand complex issues and solve problems

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Help managers make good decisions and discover ways to increase efficiency and effectiveness

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Helps managers influence their subordinates to achieve organizational goals

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Contributes to managers’ effectively influencing subordinates and persisting when faced with obstacles or difficulties.

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Helps managers deal with the many demands they face.

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Helps managers deal with uncertainty and make difficult decisions

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Help managers behave ethically and earn their subordinates’ trust and confidence.

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Helps managers avoid acting selfishly, control their feelings, and admit when they have made a mistake.

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After extensive study in the 1940s and 1950s, researchers at The Ohio State University identified two basic kinds of leader behaviors that many leaders in the United States, Germany, and other countries engaged in to influence their subordinates: consideration and initiating structure.

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- leaders show their subordinates that they trust, respect, and care about them; - behavior indicating that a manager trusts, respects, and cares about subordinates.

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leaders take steps to make sure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effectiv

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- Behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective

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of leadership take into account the situation or context within which leadership occurs.

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was among the first leadership researchers to acknowledge that effective leadership is contingent on, or depends on, the characteristics of the leader and of the situation.

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a manager’s characteristic approach to leadership and identified two basic leader styles—relationship oriented and taskoriented.

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primarily concerned with developing good relationships with their subordinates and being liked by them.

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primarily concerned with ensuring that subordinates perform at a high level and focus on task accomplishment.

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leadership style is an enduring characteristic; managers cannot change their style, nor can they adopt different styles in different kinds of situations.

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e extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading.

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The extent to which the work to be performed is clear-cut so that a leader’s subordinates know what needs to be accomplished and how to go about doing it; a determinant of how favorable a situation is for leading.

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amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization; a determinant of how favorable a situation is for leading.

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- By considering all possible combinations of good and poor leader–member relations, high and low task structure, and strong and weak position power, Fiedler identified eight leadership situations, which vary in their favorability for leading.

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leadership researcher Robert House focused on what leaders can do to motivate their subordinates to achieve group and organizational goals.

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A contingency model of leadership proposing that leaders can motivate subordinates by identifying their desired outcomes, rewarding them for high performance and the attainment of work goals with these desired outcomes, and clarifying for them the paths leading to the attainment of work goals

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- similar to initiating structure and include setting goals, assigning tasks, showing subordinates how to complete tasks, and taking concrete steps to improve performance.

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- similar to consideration and include expressing concern for subordinates and looking out for their best interests.

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give subordinates a say in matters and decisions that affect them

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motivate subordinates to perform at the highest level possible by, for example, setting challenging goals, expecting that they be met, and believing in subordinates’ capabilitie

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A characteristic of a subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary

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Fiedler’s _ model explores how a manager’s leadership style needs to be matched to that person’s leadership situation for maximum effectiveness.

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focuses on how managers should motivate subordinates and describes the specific kinds of behaviors managers can engage in to have a highly motivated workforce.

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alerts managers to the fact that sometimes they do not need to exert influence over subordinates and thus can free up their time for other important activities

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Leadership that makes subordinates aware of the importance of their jobs and performance to the organization and aware of their own needs for personal growth and that motivates subordinates to work for the good of the organization

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- An enthusiastic, selfconfident leader who is able to clearly communicate his or her vision of how good things could be.

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Behavior a leader engages in to make followers aware of problems and view these problems in new ways, consistent with the leader’s vision.

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- Behavior a leader engages in to support and encourage followers and help them develop and grow on the job.

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Leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance.

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