FULL RANGE LEADESHIP DEVELOPMENT Flashcards
TRAIT LEADERSHIP THEORY
WHAT INNATE QUALITIES ONE POSSESSES, LEADERSHIP EFFECTIVENESS WAS SAID TO BE INFLUENCED BY THEIR INTELLIGENCE
LEADERSHIP THEORIES
TRAIT PSYCHODYNAMIC SKILLS STYLE SITUATIONAL CONTINGENCY PATH-GOAL LEADERSHIP-MEMBER EXCHANGE AUTHENTIC LEADERSHIP
PSYCHODYNAMIC LEADERSHIP THEORY
ASSUMES THE POOP HAPPENS AND FOLLOWERS LOOK FOR LEADERS TO MAKE THE SENSE OF CRISIS
SKILLS LEADERSHIP THEORY
THEORY FOCUSES ON LEADERS WHO ARE EMOTIONALLY INTELLIGENT AND ARE GOOD PRBLEM SOLVERS
STYLE LEADERSHIP THEORY
CONCENTRATES ON TWO TYPES OF LEADERSHIP TASK AND PRODUCTION AND PEOPLE OR RELATIONSHIP-ORIENTED LEADERSHIP
SITUATIONAL LEADERSHIP THEORY
IDENTIFIES FOUR STYLES A LEADER USES THAT ARE BASED ON THE SUBORDINATES DEVELOPMENT LEVEL AND THE TASK AT HAND
CONTINGENCY LEADERSHIP THEORY
LEADERS ARE MOVED INTO AND ARE OF VARIOUS SITUATIONS BASED ON THE LEADER-FOLLOWER RELATIONSHIP, THE LEADERS POSITION POWER AND TASK STRUCTURE
PATH - GOAL LEADERSHIP THEORY
VIEWS LEADERS AS A TRAILBLAZER CREATING CONDITIONS FOR SUBORDINATE SUCCESS
LEADERSHIP MEMBER EXCHANGE LEADERSHIP THEORY
LEADER MUST DEVELOP SPECIALIZED, INDIVIDUAL RELATIONSHIPS WITH THIER FOLLOWERS
AUTHENTIC LEADERSHIP THEORY
EFFECTIVE LEADERS ARE TRUE TO THEMSELVES AND OTHERS AND ADHERE TO STRONG MORALS AND VALUES
FULL RANGE LEADERSHIP DEVELOPMENT (FRLD)
FULL RANGE LEADERSHIP TRAINING SYSTEM THAT SUGGESTS LEADERS PERFORM THROUGH OUT A GAMUT OF ACTIVE AND PASSIVE LEADERSHIP-
LEADER, FOLLOWER AND SITUATION
FRLD - LEADER
IS SOMEONE WHO INFLUENCES OTHERS TO ACHIEVE A GOAL
FOLLOWER
SOMEONE WHO CHOOSE TO FOLLOW A LEADER BECAUSE OF THE LEADERS CHARACTER ABILITIES AND VISION
FRLD-SITUATION
DESCRIBES THE RELATIVE CIRCUMSTANCES, POSITION OT CONTEXT THAT SURROUNDS THE LEADERS AND FOLLOWERS
LAISSEZ- FAIR LEADERSHIP
LEADERSHIP VIEWS THE DEVELOPMENT OF THE SUBORDINATES AS SOMEONE ELSES PROBLEM AND DEMONSTRATES LAZINESS
MANAGEMENT BY EXCEPTION PASSIVE
“if it isnt broke, dont fix it” approach
MANAGEMENT BY EXCEPTION ACTIVE
KEEPS PEOPEL AND PROCESS IN CONTROL MONITORING AND CONTROLLING FOLLOWERS
TRANSACTIONAL LEADERSHIP AND CONTINGENT AWARD
CONTRACT WHERE LEADER SETS GOALS AND IDENTIFIES WAYS FOR SUBORDINATES TO REACH THEM, SUPPORTS THE FOLLOWER TO MEET THEM AND THEN REWARDED TO REINFORCE POSITIVE BEHAVIOR.
INTELLECTUAL STIMULATION (THINKING)
THEY GET THE BEST OUT OF THERE TROOPS BY ADVOCATING RATIONAL THINKING ENCOURAGING INDEPENDENT THINKING
INSPIRATIONAL STIMULATION (CHARMING)
GIVES FOLLOWERS A STRING SENSE OF PURPOSE
TRANSFORMATIONAL LEADERSHIP (BEST)
BASED ON ABILITY TO INFLUENCE AND TRANSFORM OTHERS
INDIVIDUALIZED CONSIDERATION ( CARING)
LEADERS TREAT OTHERS AS INDIVIDUALS THAT HAVE DIFFERENT IDEAS AND ABILITIES NOT JUST A MEMBER OF A GROUP
IDEALIZED INFLUENCE (INFLUENCING)
HAVE A GREAT CHARACTER STRENGTHS AND WORK ETHICS, SET SELF INTERESTS ASIDE FOR THE GOOD OF THE GROUP
THE FOUR I’S OF TRANSFORMATIVE
INDIVIDUALIZED
INTELLECTUAL
INSPIRATIONAL
IDEALIZED
INDIVIDUALIZED CONSIDERATION (CARING)
LEADER TREAT OTHERS AS INDIVIDUALS WITH DIFFERENT NEEDS
SOCIAL LOAFING
IN A GROUP BUT ALLOWS OTHERS TO DO THE WORK, NOT LACK OF INTEGRITY
WHEN LEADERS DO PASSIVE WHAT DO FOLLOWERS DO
SOCIAL LOAF AND FREE RIDE
FOUR LEADERSHIP BEHAVIORS
SET GOAL, SUGGEST PATHWAY, MONTOR, REWARD
INTRINSIC MOTIVATION
MOTIVATION WITH IN
EXTRINSIC MOTIVATION
MOTIVATED BY EXTERNAL REWARDS
HOW DO FOLLOWERS FEEL ABOUT TRANSFORMATIONAL LEADERSHIP
WILL DO ANYTHING FOR THEM, WANT TO FOLLOW THEM
