Chapter 12 Flashcards
LEADERSHIP
the ability to influence a group toward the achievement of a vision or set of goals.
TRAIT THEORIES OF LEADERSHIP
theories that consider personal qualities and characteristics that differentiate leaders from non- leaders.
BEHAVIORAL THEORIES OF LEADERSHIP
theories proposing that specific behaviors differentiate leaders from non-leaders
INITIATING STRUCTURE
the extent to which a leader is likely to define and structure his or her own role and those of subordinates in the search for goal attainment.
CONSIDERATION
the extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelings.
EMPLOYEE-ORIENTED LEADER
a leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences among members.
PRODUCTION-ORIENTED LEADER
a leader who emphasizes technical or task aspects of the job.
FIEDLER CONTINGENCY MODEL
the theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader; high in task structure, good leader- member relations, strong position power; leadership is fixed and can’t be change
TASK STRUCTURE
the degree to which job assignments are made into procedure.
POSITION POWER
influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases
SITUATIONAL LEADERSHIP THEORY
a contingency theory that focuses on followers’ readiness.
PATH-GOAL THEORY
a theory that states that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.
LEADER-PARTICIPATION MODEL
a leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.
LEADER-PARTICIPATION MODEL
a leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.
LEADER-MEMBER EXCHANGE THEORY (LMX)
a theory that supports leaders’ creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover and greater job satisfaction.
CHARISMATIC LEADERSHIP THEORY
a leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors;
TRANSFORMATIONAL LEADERSHIP
leaders who inspire followers to transcend their own self interests and who are capable of having a profound and extraordinary effect on others. lower turnover, high productivity, low job stress
TRANSACTIONAL LEADERSHIP
leaders who guide or motivate their followers in the direction of established goals by clarifying role and take requirements; focuses on exchanging rewards for effort; higher efficiency, role clarity, goal oriented
ABILITY
the dimensions of trust defined as an individual’s technical and interpersonal knowledge and skills; only good, bad things can’t be
AUTHENTIC LEADERSHIP
leaders who know who they are, what they believe in and value, and act on those values and beliefs openly and candidly; trust
MENTORING
a senior employee who sponors and supports a less experienced employee
SUBSTITUTES
attributes, such as experience and training, that can replace the need for a leader’s support or ability to create structure
NEUTRALIZERS
atttributes that make it impossilbe for leader behavior to make any difference to follower outcomes
NEUTRALIZERS
attributes that make it impossible for leader behavior to make any difference to follower outcomes
ATTRIBUTION THEORY OF LEADERSHIP
a person aiming to be a leader must shape the perception that he or she could be a leader and convince everyone they are a leader
CONTINGENCY THEORIES
contingency - situational; what works in one situation won’t work in every situation; Fiedler method
CHARACTERISTIC OF A CHARASIMATIC LEADER
vision and articulation; personal risk; sensitivity to follower needs; unconventional behavior
VISION AND ARTICULATION
express as an idealized goal that proposes a better future than the status quo and is able to clarify the importance of the vision in terms that are understandable to others
PERSONAL RISK
willing to take on high personal risk, incur high costs, and engage in self sacrifice to achieve the vision
SENSITIVITY TO FOLLOWER NEEDS
perceptive of others’ abilities and responsive to their needs and feelings
UNCONVENTIONAL BEHAVIOR
engages in behaviors that are perceived as novel and counter to norms
CAN CHARISMA BE TAUGHT
develop the aura of charisma
create a bond that inspires others to follow
tap into others emotions and bring out potential
TRANSACTIONAL LEADERSHIP CONTINGENT REWARD
contracts exchange of rewards for effort, promises rewards for good performance, recognizes accomplishments
TRANSACTIONAL LEADERSHIP MANAGEMENT BY EXCEPTION
(active) watches and searches for deviations from rules and standards, takes corrective action
TRANSACTIONAL LEADERSHIP MANAGEMENT BY EXCEPTION
(passive) intervenes only if standards are not met
TRANSACTIONAL LEADERSHIP LAISSEZ- FAIRE
abdicates responsibilities, avoids making decisions
TRANSFORMATIONAL LEADERSHIP IDEALIZED INFLUENCE
provides vision and sense of mission, instills pride, gains respect and trust
TRANSFORMATIONAL LEADERSHIP INSPIRATIONAL MOTIVATION
communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways
TRANSFORMATIONAL LEADERSHIP INTELLECTUAL STIMULATION
promotes intelligence, rationality, and careful problem solving
TRANSFORMATIONAL LEADERSHIP INDIVIDUALIZED CONSIDERATOIN
gives personal attention, treats each employee individually, coaches, and advises
SERVANT LEADERSHIP
a leadership style makes by going beyond leader’s own self interest and instead focusing on opportunities to hep followers grow and develop
