Exam 4 Flashcards
a situational model that focuses on the participative dimension of leadership
vroom model
a theory that concerns how leaders influence subordinates perceptions of their work goals and the paths they follow toward attainment of those goals
path-goal theory
a leadership philosophy characterized by an absence of managerial decision making
laissez-faire
a life cycle theory of leadership postulating that a manger should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important
Hersey and Blanchard’s situational theory
the personal style of the leader and the degree to which the situation gives the leader power, control and influence over the situation
Fiedler’s contingency model
managers can spend less time in direct attempts to influence people when
substitutes for leadership are operating
highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis
leader-member exchange theory (LMX)
managers should consider three factors before deciding how to lead
- forces in the manager
- forces in the subordinate
- forces in the situation
a form of leadership in which the leader solicits input from subordinates
democratic leadership
a form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group
autocratic leadership
a person who is dominant, self confident, convinced of the moral righteousness of his or her beliefs, and able to arouse a sense of excitement and adventure in followers
charismatic leader
a style in which the leader is true to himself or herself while leading
authentic leadership
three primary categories of leadership behavior are
- behaviors that are related to task performance
- employee participation in decision making
- group maintenance
a combination of strong professional determination and humility that builds enduring greatness
level 5 leadership
a leadership perspective that attempts to identify what good leaders do that is, what behaviors they exhibit
behavioral approach
a leadership perspective that attempts to determine the personal characteristics that great leaders share
trait approach
leadership perspective proposing that universally important traits and behaviors do not exist and that effective leadership behavior varies from situation to situation
situational
leadership behavior provides guidance, support, and corrective feedback for day-to-day activities
supervisory
a mental image of a possible and desirable future state of the organization
vision leadership
behavior that gives purpose and meaning to organizations, envisioning and creating a positive future
strategic leadership
the best vision statements are
ideal and unique
which of the following is a key behavior of the best leaders, according to Kouzes and Posner?
encourage the heart
leader who talks about positive change but allows self-interests to take precendence over followers needs
pseudotransformational leaders
rotating leadership, in which people rotate through the leadership role based on which person has the most relevant skills at a particular time
shared leaders
leader who manages through transactions, using legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered
transactional leaders
a leader who motivates people to transcend their personal interests for the good of the group
transformational leaders
style in which colleagues at the same hierarchical level are invited to collaborate and facilitate joint problem solving
lateral leadership
motivation refers to
forces that energize, direct, and sustain a person’s efforts
a motivation theory stating that people have conscious goals that energize them and direct their thoughts and behaviors toward a particular end
goal setting theory
reward a worker derives directly from performing the job itself
intrinsic reward
targets that are particularly demanding, sometimes even thought to be impossible
stretch goals
reward given to a person by the boss, the company, or some other person
extrinsic goals
the use of reinforcement or punishment in organizational settings is an integral part of
organizational behavior modification
according to the expectancy theory, ________ is the link between performance and outcome
instrumentality
a theory proposing that people will behave based on their perceived likelihood that their effort will lead to a certain outcome and on how highly they value that outcome
expectancy theory
the value an outcome holds for the person contemplating it
valence
three basic sets of needs: existence, relatedness, and growth which can operate simultaneously
Alderfer’s ERG theory
Herzberg’s two-factor theory highlights the distinction between
intrinsic and extrinsic rewards
changing a task to make it inherently more rewarding, motivating, and satisfying
job enrichment
using fair processes in decision making and making sure others know that the process was as fair as possible
procedural justice
what are the eight categories of quality of work life programs?
- adequate and fair compensation
- a safe and healthy environment
- jobs that develop human capacities
- a social environment that fosters personal identity, freedom from prejudice, a sense of community, and upward mobility
- constitutionalism, or the rights of personal privacy, dissent, and due process
- a work role that minimizes infringement on personal leisure and family needs
- socially responsible organizational actions
attempted to influence people’s behavior, and improve performance by systematically managing work conditions and the consequences of people’s actions
organizational behavior modification (OB mod)
maslow’s needs
- physiological
- safety or security
- social or belongingness
- esteem or ego
- self actualization
