\fCHAPTER 12: Leadership Trait theories of leadership Behavioral theories of leadership Ohio State studies (initiating structure; consideration) University of Michigan study (production oriented; employee oriented) Contingency theories Fiedler contingency model Least preferred coworker Leadership styles: task-oriented; relationship-oriented Situational definition: leader-member relations; task structure; position power Matching leaders and situations (Exhibit 12-1) Situational leadership theory: follower readiness: willingness and ability; relationship between leadership style and follower readiness Path-goal theory Transactional and transformational leadership (Exhibit 12-3) Servant leadership Leadership substitutes and neutralizers CHAPTER 13: Power and Politics Bases of power: Which are most effective? Formal (coercive, reward, legitimate) Personal (expert, referent) Power (influence) tactics: o Legitimacy, rational persuasion, inspirational appeals, consultation, exchange, personal appeals, ingratiation, pressure, coalitions o Which are the most effective and why? Political behavior: definition; when it (politics) most often arises in organizations Factors contributing to political behavior: individual and organizational Impression management (definition; techniques) CHAPTER 14: Conflict and Negotiation Functional vs. dysfunctional conflict Conflict process (Exhibit 14-1): antecedent conditions (communication; structure; personal variables), personal v. felt conflict Conflict-handling intentions (styles): competing, collaborating, compromising, avoiding, accommodating Distributive v. integrative bargaining (Exhibit 14-3) Negotiation process (Exhibit 14-5); BATNA