LDR - Leadership & Navigation Flashcards

1
Q

Motivation theories dealing with the amount of control in the workplace; motivation is seen as either absolutely irrelevant or absolutely critical.

A

Theory X/Theory Y

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2
Q

Motivation theory that states that the way a person interprets the causes for past success or failure is related to the present level of motivation; includes theories of Heider and Weiner.

A

Attribution theory

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3
Q

Theory that states that motivation can be increased by providing employees with goals against which they can assess their achievement.

A

Goal-setting theory

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4
Q

Leadership theory that emphasizes a leader’s ability to inspire employees to embrace change; leaders encourage and motivate employees to innovate and seek out changes that can add value and growth to the organization.

A

Transformational leadership

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5
Q

Leadership approach in which the leader sets a model for high performance standards and challenges followers to meet these expectations.

A

Pacesetting leadership approach

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6
Q

Leadership theory that focuses on a two-way relationship between leaders and chosen employees; the leader mentors selected team members and gives them access to more information and resources in order to strengthen levels of trust and support.

A

Leader-member exchange theory

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7
Q

Leadership approach in which the leader creates strong relationships with and inside the team; team members are motivated by loyalty.

A

Affiliative leadership approach

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8
Q

Leadership approach in which the leader invites followers to collaborate and commits to acting by consensus.

A

Democratic leadership approach

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9
Q

Power that is created when the leader can offer followers something they value in exchange for their commitment.

A

Reward power

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10
Q

Category of leadership theories that states that leaders influence group members through certain behaviors; includes Blake-Mouton theory.

A

Behavioral theories

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11
Q

Category of leadership theories that states that leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors; includes Hersey-Blanchard situational leadership, Fiedler’s contingency theory, and path-goal theory.

A

Situational theories

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12
Q

Power that is created by the force of the leader’s personality.

A

Referent power

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13
Q

Leadership theory that emphasizes a leader’s preference for order and structure; focuses on control and short-term planning.

A

Transactional leadership

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14
Q

Motivation theory that states that effort increases in relation to one’s confidence that the behavior will result in a positive outcome and reward; includes Vroom’s theory.

A

Expectancy theory

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15
Q

Leadership theory in which the leaders’ goal is to serve the needs of their employees; emphasizes the sharing of power.

A

Servant leadership

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16
Q

Motivation theory that states that individuals are motivated by a desire to satisfy certain needs and that understanding these needs allows leaders to offer the right incentives and create the most motivational external environments; includes self-determination and theories of Maslow, Herzberg, and McClelland.

A

Needs theory

17
Q

Leadership theory that states that leaders possess certain innate characteristics that followers do not possess (and probably cannot acquire), such as physical characteristics and personality traits.

A

Trait theory

18
Q

Power that is created when a leader is recognized as possessing great intelligence, insight, or experience.

A

Expert power

19
Q

Power that is created when the leader can punish those who do not follow.

A

Coercive power

20
Q

Factors that initiate, direct, and sustain human behavior over time.

A

Motivation

21
Q

Theory that states that motivation is based on an employee’s sense of fairness; the individual compares their perceived value with that of others in similar roles and makes a calculation based on their inputs and outputs.

A

Equity theory

22
Q

Leadership approach in which the leader imposes a vision or solution on the team and demands that the team follow this directive.

A

Coercive leadership approach

23
Q

Leadership theory that states that leaders are not appointed but emerge from the group, which chooses the leader based on interactions.

A

Emergent theory

24
Q

Leadership approach in which the leader proposes a bold vision or solution and invites the team to join this challenge.

A

Authoritative leadership approach

25
Q

Leadership approach in which the leader focuses on developing team members’ skills, believing that success comes from aligning the organization’s goals with employees’ personal and professional goals.

A

Coaching leadership approach

26
Q

Power that is created formally, through a title or position in the hierarchy that is associated with the rights of leadership.

A

Legitimate power