CHAPTER 12- LEADERSHIP Flashcards
A part of trait theory that postulates that certain types of people will become leaders and certain types will not.
the idea that people who become leaders possess traits or characteristics different from people who do not become leaders.
Leader emergence
The motivation to lead as a result of a desire to be in charge and lead others.
Of the three leadership motivation factors, people scoring high on this one tend to have the most leadership experience and are rated by others as having high leadership potential.
Affective identity motivation
Those who seek leadership positions because they will result in personal gain.For example, becoming a leader may result in an increase in status or in pay
Noncalculative motivation
The desire to lead out of a sense of duty or responsibility. For example, a member of the Kiwanis Club might agree to be the next president because it is “his turn,” or a faculty member might agree to chair a committee out of a sense of commitment to the university.
Social-normative motivation
A part of trait theory that postulates that certain types of people will be better leaders than will other types of people.
involves the idea that leaders who perform well possess certain characteristics that poorly performing leaders do not.
Leader performance
A personality trait characterized by the tendency to adapt one’s behavior to fit a particular social situation.
Self-monitoring
According to trait theory, the extent to which a person desires to be in control of other people.
Need for power
According to trait theory, the extent to which a person desires to be successful.
Need for achievement
The extent to which a person desires to be around other people.
Need for affiliation
The name for a pattern of needs in which a leader has a high need for power and a low need for affiliation.
Leadership motive pattern
A projective personality test in which test takers are shown pictures and asked to tell stories. It is designed to measure various need levels.
Thematic Apperception Test (TAT)
developed by Stahl and Harrell (1982). An objective test used to measure various need levels.
Job Choice Exercise (JCE)
A measure of leadership that classifies a leader into one of five leadership styles.
Managerial Grid
Leaders who define and structure their roles as well as the roles of their subordinates.
Task-centered leaders
Leaders who believe that employees are extrinsically motivated and thus lead by giving directives and setting goals.
Theory X leaders
The extent to which leaders define and structure their roles and the roles of their subordinates.
The extent to which leaders define and structure their roles and the roles of their subordinates.
A leadership style in which the leader is concerned with both productivity and employee well-being.
Team leadership
A style of leadership in which the leader is concerned with neither productivity nor the well-being of employees.
Impoverished leadership
A leadership style reflecting a balanced orientation between people and tasks.
Middle-of-the-road leadership
A test used to measure a leader’s selfperception of his or her leadership style.
filled out by supervisors or leaders who want to know their own behavioral style.
Leadership Opinion Questionnaire (LOQ)
A test used to measure perceptions of a leader’s style by his or her subordinates
completed by subordinates to provide a picture of how they perceive their leader’s behavior..
Leader Behavior Description Questionnaire (LBDQ)
A theory of leadership that states that leadership effectiveness is dependent on the interaction between the leader and the situation.
any individual’s leadership style is effective only in certain situations
Fiedler’s contingency model
A test used in conjunction with Fiedler’s contingency model to reveal leadership style and effectiveness.
Least-Preferred Coworker (LPC) Scale.
The variable in Fiedler’s contingency model that refers to the extent to which tasks have clear goals and problems can be solved.
Task structuredness
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.
Leader position power
The variable in Fiedler’s contingency model that refers to the extent to which subordinates like a leader.
Leader–member relations
A training program that teaches leaders how to change situations to match their leadership styles.
Leader Match
y 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.
IMPACT theory
