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
A style of leadership in which the leader leads through knowledge and information; most effective in a climate of ignorance.
Informational style
An organizational climate in which important information is not available.
Ignorance
A style of leadership in which the leader has influence because of his or her charismatic personality; most effective in a climate of despair.
Magnetic style
An organizational climate characterized by low morale.
Despair
A leadership style in which the leaders influence others by virtue of their appointed or elected authority; most effective in a climate of instability.
Position style
An organizational climate in which people are not sure what to do.
Instability
A leadership style in which the individual leads by caring about others and that is most effective in a climate of anxiety.
Affiliation style
An organizational climate in which worry predominates.
Anxiety
A leadership style in which the individual leads by controlling reward and punishment; most effective in a climate of crisis.
Coercive style
A critical time or climate for an organization in which the outcome to a decision has extreme consequences.
Crisis
A leadership style in which a person leads through organization and strategy; most effective in a climate of disorganization.
Tactical style
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.
Disorganization
theory of leadership stating that leaders will be effective if their behavior helps subordinates achieve relevant goals.
leader can adopt one of four behavioral leadership styles to handle each situation: instrumental, supportive, participative, or achievement-oriented.
Path–goal theory
the path–goal theory, a leadership style in which the leader plans and organizes the activities of employees.
planning, organizing, and controlling the activities of employees.
Instrumental style
In the path–goal theory, a leadership style in which leaders show concern for their employees.
Supportive style
In the path–goal theory, a leadership style in which the leader allows employees to participate in decisions.
leader shares information with employees and lets them participate in decision making
Participative style
In the path–goal theory, a leadership style in which the leader sets challenging goals and rewards achievement.
Achievement-oriented style
A theory of leadership stating that effective leaders must adapt their style of leadership to fit both the situation and the followers.
developed by Hersey and Blanchard (1988), who postulated that a leader typically uses one of four behavioral styles: delegating, directing, supporting, or coaching.
Situational leadership theory
R1: Unable and unwilling or insecure
directing approach
R2: Unable but willing or confident
coaching approach
R3: Able but unwilling or insecure
Supporting
R4: Able and willing or confident
Delegating
developed by Dansereau, Graen, and Haga (1975) and was originally called vertical dyad linkage (VDL) theory.
A leadership theory that focuses on the interaction between leaders and subordinates.
Leader-member exchange (LMX) theory
A theory of leadership that concentrates on helping a leader choose how to make a decision
A theory of leadership that concentrates on helping a leader choose how to make a decision
another popular specific behavioral theory. This one holds that leaders and managers are most effective when they are out of their offices, walking around, and meeting with and talking to employees and customers about their needs and progress.
Management by walking around (MBWA)
Power that individuals have because they have knowledge.
Expert power
The power that individuals have because of their elected or appointed position.
Legitimate power
Leadership power that exists to the extent that the leader has the ability and authority to provide rewards
Reward power
Leadership power that comes from the leader’s capacity to punish others.
Coercive power
Leadership power that exists when followers can identify with a leader and the leader’s goals.
Referent power
Leadership style in which the leader focuses on task-oriented behaviors.
Transactional leadership
Visionary leadership in which the leader changes the nature and goals of an organization.
Transformational leadership
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.
Authentic leadership
The extent to which a culture avoids uncertainty by using social norms and rituals.
Uncertainty avoidance
The extent to which power is unequally shared.
Power distance
The extent to which a culture encourages collective distribution of resources.
Social collectivism
The extent to which individuals express pride in their organizations and families.
In-group collectivism
The extent to which a culture tries to minimize differences in gender roles and prevent discrimination.
Gender egalitarianism
The extent to which individuals in a culture are assertive and challenging in social relationships.
Assertiveness
The extent to which a culture plans for and invests in the future.
Future orientation
The extent to which a culture encourages and rewards improvement in performance.
Performance orientation
The extent to which a culture encourages and rewards people for being fair, caring, and giving.
Humane orientation
