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IO (Chapter 7-12) > Chapter 12 > Flashcards

Chapter 12 Flashcards

1
Q

A part
of trait theory that postulates
that certain types of people will
become leaders and certain
types will not.

A

Leader emergence

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2
Q

The motivation to
lead as a result of a desire to be
in charge and lead others.

A

Affective identity
motivation

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3
Q

Those who seek
leadership positions because
they will result in personal gain.

A

Noncalculative
motivation

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4
Q

The desire to lead
out of a sense of duty or
responsibility.

A

Social-normative
motivation

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5
Q

A part
of trait theory that postulates
that certain types of people will
be better leaders than will other
types of people.

A

Leader performance

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6
Q

A personality trait characterized by the
tendency to adapt one’s
behavior to fit a particular
social situation.

A

Self-monitoring

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7
Q

According
to trait theory, the extent to
which a person desires to be in
control of other people.

A

Need for power

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8
Q

The
extent to which a person desires
to be around other people.

A

Need for affiliation

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9
Q

According to trait theory, the
extent to which a person desires
to be successful.

A

Need for achievement

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10
Q

The name for a pattern of needs in which a leader
has a high need for power and a
low need for affiliation.

A

Leadership motive
pattern

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11
Q

A projective personality test in which test takers
are shown pictures and asked to
tell stories. It is designed to
measure various need levels.

A

Thematic Apperception
Test (TAT)

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12
Q

An objective test used to measure various need levels. The person reads descriptions of jobs that involve varying degrees of power, achievement, and affiliation needs and rates how
desirable he finds each particular job.

A

Job Choice Exercise (JCE)

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13
Q

A measure
of leadership that classifies a
leader into one of five leadership
styles.

A

Managerial Grid

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14
Q

Leaders who define and structure their roles as well as
the roles of their subordinates.

A

Task-centered leaders

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15
Q

Leaders
who believe that employees are
extrinsically motivated and thus
lead by giving directives and
setting goals.

A

Theory X leaders

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16
Q

The
extent to which leaders define and structure their roles and the
roles of their subordinates.

A

Initiating structure

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17
Q

A leadership style in which the leader is
concerned with both productivity
and employee well-being.

A

Team leadership

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18
Q

A style of leadership in which
the leader is concerned with
neither productivity nor the
well-being of employees.

A

Impoverished leadership

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19
Q

A leadership style
reflecting a balanced orientation
between people and tasks.

A

Middle-of-the-road
leadership

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20
Q

A test
used to measure a leader’s self-
perception of his or her leadership style.

A

Leadership Opinion
Questionnaire (LOQ)

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21
Q

A
test used to measure perceptions
of a leader’s style by his or her subordinates.

A

Leader Behavior
Description
Questionnaire (LBDQ)

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22
Q

A theory of leadership
that states that leadership
effectiveness is dependent on
the interaction between the
leader and the situation

A

Fiedler’s contingency
model

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23
Q

A test used in
conjunction with Fiedler’s contingency model to reveal leadership style and effectiveness.

A

Least-Preferred Coworker
(LPC) Scale

24
Q

The
variable in Fiedler’s contingency
model that refers to the extent
to which tasks have clear goals
and problems can be solved.

A

Task structuredness

25
Q

The
variable in Fiedler’s contingency
model that refers to the extent
to which a leader, by the nature
of his or her position, has the
power to reward and punish
subordinates.

A

Leader position power

26
Q

The variable in Fiedler’s contingency model that refers to the
extent to which subordinates like
a leader.

A

Leader–member relations

27
Q

A training
program that teaches leaders
how to change situations to
match their leadership styles.

A

Leader Match

28
Q

A theory of
leadership that states that there
are six styles of leadership (informational, magnetic, position, affiliation, coercive, and tactical)
and that each style will be
effective only in one of six
organizational climates.

A

IMPACT theory

29
Q

A style
of leadership in which the leader
leads through knowledge and
information; most effective in
a climate of ignorance.

A

Informational style

30
Q

An organizational
climate in which important
information is not available.

A

Ignorance

31
Q

A style of
leadership in which the leader
has influence because of his or
her charismatic personality; most
effective in a climate of despair.

A

Magnetic style

32
Q

An organizational
climate characterized by low
morale.

A

Despair

33
Q

A leadership
style in which the leaders influence others by virtue of their
appointed or elected authority;
most effective in a climate of
instability.

A

Position style

34
Q

An organizational
climate in which people are not
sure what to do.

A

Instability

35
Q

A leadership
style in which the individual
leads by caring about others
and that is most effective in
a climate of anxiety.

A

Affiliation style

36
Q

An organizational
climate in which worry
predominates.

A

Anxiety

37
Q

A leadership
style in which the individual
leads by controlling reward and
punishment; most effective in a
climate of crisis.

A

Coercive style

38
Q

A critical time or climate
for an organization in which the
outcome to a decision has extreme consequences.

A

Crisis

39
Q

A leadership
style in which a person leads
through organization and strategy; most effective in a climate
of disorganization.

A

Tactical style

40
Q

A climate in
which the organization has the
necessary knowledge and resources but does not know how
to efficiently use the knowledge
or the resources.

A

Disorganization

41
Q

A theory
of leadership stating that leaders
will be effective if their behavior
helps subordinates achieve relevant goals.

A

Path–goal theory

42
Q

In the
path–goal theory, a leadership
style in which the leader plans
and organizes the activities of
employees.

A

Instrumental style

43
Q

In the
path–goal theory, a leadership
style in which leaders show
concern for their employees.

A

Supportive style

44
Q

In the
path–goal theory, a leadership
style in which the leader allows
employees to participate in
decisions.

A

Participative style

45
Q

In the path–goal theory,
a leadership style in which the
leader sets challenging goals and
rewards achievement.

A

Achievement-oriented
style

46
Q

A theory of leadership
stating that effective leaders
must adapt their style of leadership to fit both the situation
and the followers.

A

Situational leadership
theory

47
Q

A
leadership theory that focuses on
the interaction between leaders
and subordinates.

A

Leader-member
exchange (LMX) theory

48
Q

A leadership
theory that concentrates on the
interaction between the leader
and his or her subordinates.

A

Vertical dyad linkage
(VDL) theory

49
Q

A
theory of leadership that concentrates on helping a leader
choose how to make a decision

A

Vroom–Yetton Model

50
Q

Power that
individuals have because they
have knowledge.

A

Expert power

51
Q

The
power that individuals have because of their elected or
appointed position.

A

Legitimate power

52
Q

Leadership
power that exists to the extent
that the leader has the ability
and authority to provide
rewards.

A

Reward power

53
Q

Leadership
power that comes from the
leader’s capacity to punish
others.

A

Coercive power

54
Q

Leadership
power that exists when followers can identify with a leader
and the leader’s goals.

A

Referent power

55
Q

Leadership style in which the
leader focuses on task-oriented
behaviors.

A

Transactional leadership

56
Q

Visionary leadership in which the leader changes
the nature and goals of an
organization.

A

Transformational
leadership

57
Q

A
leadership theory stating that
leaders should be honest and
open and lead out of a desire to
serve others rather than a desire
for self-gain.

A

Authentic leadership

IO (Chapter 7-12) (6 decks)

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