Chapter 12 Flashcards
the ability to influence a group toward the achievement of a vision or set of goals
leadership
theories that consider personal qualities and characteristics that differentiate leaders from nonleaders
trait theories of leadership
theories proposing that specific behaviors differentiate leaders from nonleaders
behavioral theories of leadership
the extent to which a leader defines and structures his or her role and those of the subordinates to facilitate goal attainment
initiating structure
the extent to which a leader has job relationships that are characterized by mutual trust, respect for subordinates ideas, and regard for their feelings
consideration
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
fiedler contingency model
an instrument that purports to measure whether a person is task- or relationship oriented
least preferred coworker questionnaire (LPC)
the degree of confidence, trust, and respect that subordinates have in their leader
leader-member relations
the degree to which job assignments are regimented
task structure
influence derived from ones formal structural position in the organization; includes the power to hire, fire, discipline, promote, and give salary increases
position power
a contingency theory that focuses on followers’ readiness to accomplish a specific task
situation leadership theory (SLT)
a theory stating that it is the leaders 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
path-goal theory
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 theory that supports leaders creation of ingroups and outgroups; subordinates with ingroup status have higher performance ratings, less turnover, and greater job satisfaction
leader-member exchange (LMX) theory
a leadership theory stating that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors in others
charismatic leadership theory
a long term strategy for attaining a goal or goals
vision
a formal articulation of an organization’s vision or mission
vision statement
leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements
transactional leaders
leaders who inspire, act as role models, and intellectually stimulate, develop, or mentor their followers, thus having a profound and extraordinary effect on them
transformational leaders
a model that depicts seven management styles on a continuum: laissez-faire, management by exception, contingent reward leadership, individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence
full range of leadership model
leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly
authentic leaders
a leadership concept stating that leaders convey values that are other-centered versus self-centered and who role-model ethical conduct
socialized charismatic leadership
supervision that is hostile both verbally and nonverbally
abusive supervision
a leadership style marked by going beyond that leader’s own self-interest and instead focusing on opportunities to help followers grow and develop
servant leadership
a positive expectation that another will not act opportunistically
trust
how likely an employee is to trust a leader
trust propensity
a senior employee who sponsors and supports a less experienced employee, called a protege
mentor
a leadership theory stating that leadership is merely an attribution that people make about other individuals
attribution theory of leadership
attributes, such as experience and training, that can replace the need for a leaders support or ability to create structure
substitutes
attributes that make it impossible for leader behavior to make any difference to follower outcomes
neutralizers
