Chapter 14 Flashcards
the use of power and influence to direct the activities of followers toward goal achievement
leadership
a theory describing how leader-member relationships develop over time on a dyadic basis
leader-member exchange theory
a model that suggests that seven factors, including the importance of the decision, the expertise of the leader, and the competence of the followers, combine to make some decision-making styles more effective than others in a given situation
time-driven model of leadership
a theory stating that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit
life cycle theory of leadership
the degree to which the leader’s actions result in the achievement of the unit’s goals, the continued commitment of the unit’s employees, and the development of mutual trust, respect, and obligation in leader-member dyads
leader effectiveness
the process of becoming a leader in the first place
leader emergence
a leadership style where the leader makes the decision alone without asking for opinions or suggestions of the employees in the work unit
autocratic style
a leadership style where the leader presents the problem to employees asking for their opinions and suggestions before ultimately making the decision himself or herself
consultative style
a leadership style where the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else’s
facilitative style
a leadership style where the leader gives the employee the responsibility for making decisions within some set of specified boundary conditions
delegative style
a pattern of behavior where the leader creates job relationships characterized by mutual trust, respect, for employee ideas, and consideration for employee feelings
consideration
when the leader explains key issues and provides opportunities for clarification
selling
when the leader shares ideas and tries to help the group conduct its affairs
participating
when the leader turns responsibility for key behaviors over to employees
delegating
a pattern of behavior where the leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives
transformational leadership
when the leader avoids leadership duties altogether
laissez-faire leadership
a pattern of behavior where the leader rewards or disciplines the follower based on performance
transactional leadership
when the leader waits around for mistakes and errors, then takes corrective action as necessary
passive management-by-exception
when the leader behaves in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader
idealized influence
when the leader behaves in ways that foster an enthusiasm for and commitment to a shared vision of the future
inspirational motivation
when the leader behaves in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways
intellectual stimulation
when the leader behaves in ways that help followers achieve their potential through coaching, development, and mentoring
individualized consideration
a model that suggest that characteristics of the situations can constrain the influence of the leader, which makes it more difficult for the leader to influence employee performance
substitutes for leadership model
when the leader arranges to monitor mistakes and errors actively and takes corrective action when required
active management-by-exception
when the leader attains follower agreement on what needs to be done using rewards in exchange for adequate performance
contingent reward
situational characteristics that reduce the importance of the leader while simultaneously providing a direct benefit to employee performance
substitutes
the phase in a leader-follower relationship when a leader provides an employee with job expectations and the follower tries to meet those expectations
role taking
the phase in a leader-follower relationship when a follower voices his or her own expectations for the relationship
role making
a pattern of behavior where the leader defines and structures the roles of employees in pursuit of goal attainment
initiating structure
the degree to which employees have the ability and the willingness to accomplish their specific tasks
readiness
when the leader provides specific instructions and closely supervises performance
telling
situational characteristics that reduce the importance of the leader and do not improve employee performance in any way
neutralizers
