Ch. 12 Flashcards
Trait Theories of Leadership
Proposes that qualities & characteristics differentiate leaders from nonleaders
Leadership
Ability to influence a group toward achievement
Behavior Theories of Leadership
Proposes that specific behavior differentiate leaders from nonleaders
Initiating Structure
How likely a leader is to define & structure people’s roles
Consideration
How likely a leader is to have job relationships characterized by trust, respect for ideas, & regard for feelings
Employee-Oriented Leader
Emphasizes interpersonal relations, needs of employees, & accepts differences among members
Production-Oriented Leader
Emphasizes technical or task aspects of the job
Fiedler Contingency Model
Theory that effective groups depend on a good match between a leader’s style of interacting and how much the situation gives control & influence to the leader
Least Preferred Co-Worker (LPC) Questionnaire
Measures whether a person is task or relationship oriented
Leader-Member Relations
How much confidence, trust, & respect subordinates have in their leader
Task Structure
Degree to which job assignments are procedurized
Position Power
Influence derived from one’s formal structural position in the organization
Ex: Power to hire, fire, discipline, promote, & give raises
Situational Leadership Theory (SLT)
Focuses on followers’ readiness
Path-Goal Theory
Sates that it’s the leader’s job to assist followers in attaining their goals
Leader-Participation Model
Provides a set of rules to determine the form & amount of participative decision making
Leader-Membership Exchange (LMX) Theory
Supports leaders’ creation of ingroups & outgroups
Charismatic Leadership Theory
Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors
Vision
A long-term strategy for attaining goals
Vision Statement
A formal articulation of an organization’s vision or mission
Transactional Leaders
They guide or motivate their followers by clarifying role & task requirements
Transformational Leaders
They inspire followers to transcend their own self-interests and have a profound effect on followers
Authentic Leaders
They know who they are, and act on their beliefs & values openly and candidly; ethical
Socialized Charismatic Leadership
Leaders convey values that are other centered versus self centered and who role-model ethical conduct
Servant Leadership
Going beyond the leader’s own self-interest and instead focusing on opportunities to help followers grow & develop
Trust
A positive expectation that another will not act opportunistically
Mentor
A senior employee who sponsors & supports a less-experienced employee
Attribution Theory of Leadership
Leadership is merely an attribution that people make about someone
Substitutes
Attributes that can replace the need for a leader’s support or structure
Neutralizers
Attributes that make it impossible for leader behavior to make any difference to follower outcomes
Identification-Based Trust
Trust based on a mutual understanding of each other’s intentions and appreciation of each other’s wants & desires
