Chapter 12- Leadership Flashcards
The view that leadership is a role, not a position assigned to one person; consequently, people within the team and organization lead each other.
Shared leadership
A leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modelling a vision for the organization or work unit inspiring employees for that vision.
Transformational leadership
A leadership perspective stating that effective leaders help employees improve their performance and well being towards current objectives and practices.
Managerial leadership
The view that leaders serve followers, rather than vice versa; leaders help employees fulfill their needs and are coaches, stewards, and facilitators of employee development.
Servant leadership
A leadership theory stating that effective leaders choose the most appropriate leadership styles, depending on the employee and situation, to influence employee expectation about desired results and their positive outcomes.
Path-goal leadership theory
A commercially popular but poorly supported leadership model stating that effective leaders vary their style (telling, selling, participating, delegating) with the motivation and ability of followers.
Situational leadership theory
A leadership model stating that leader effectiveness depends on whether the person’s natural leadership style is appropriately matched yo situation (the level of situational control)
Fiedler’s contingency model
A theory stating that people evaluate a leader’s effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviour of effective leaders (leadership prototypes) and that people tend to inflate the influence of leaders on organizational events.
Implicit leadership theory
The view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept.
Authentic leadership
Influencing motivating and enabling others to contribute towards the effectiveness and success of the organizations of which they are members.
Leadership
Suggest that personal qualities and characteristics differencing leaders from non leaders.
Trait theories
Suggest that specific behaviour deffirentiate leasders from non leaders.
Early Behavioural Theories
Suggest that there are situational conditions that might affect effectiveness of leadership
Contingency theories of leadership
Suggest that effectiveness of leadership is determined by the proper match between the leader’s style of intersection with subordinates and the degree to which the situation give control and influence to the leader
Fielder’s contingency of leadership
Leaders are responsible for assisting followers achieve thier goals and directing then to ensure that thier goals are compatible with goals of the group or organization.
Path-goal theory
Make the influence of the leadership behaviour, imposy and unnecessary.
Substitutes to leadership
leaders that inspire followers to transcend their own self interest.
Transformational Leadership Framework
a style of non-management and non-leadership. It includes avoiding, and denying responsibility and neglecting to take action.
Laissez-Faire leadership
leaders focus vigorously on followers mistakes and failures to meet standards.
Active Management by exception
managers who focus on errors, but they do not actively monitor for mistakes instead, they wait until mistakes can no longer be ignored.
Passive management by exception
managers set goals, providing feedback, and ensuring that employee behaviors have consequences both positive and negative.
Contingent Reward
Leaders who create, communicate, and model a shared vision for the team or organization. They encourage experimentation so employees find a better path to the future. Through these and other activities, transformational leaders also build commitment in followers to strive for that vision.
Transformational Leadership
the leader serves as an ideal role model for followers; the leader “walks the talk,”. Centers on leaders’ behaviors that are motivated by what is best for the organization and its members, rather than what is easy and expedient; these behaviors include providing a vision for the future and creating a collective sense of mission. Leaders are guided by their moral commitment to their followers and the collective good, they go beyond self-interest. These leaders act with integrity.
Idealized Influence (II)
The leader challenges followers to be innovative and creative. Encourage employees to think for themselves, question their own commonly held assumptions, reframe problems, and approach matters in innovative ways.
Inspirational Motivation (IM)
