Leadership Flashcards
A part of trait theory that postulates that certain types of people will become leaders and certain types will not
Leader emergence
The motivation to lead as a result of a desire to be in charge and lead others
Affective identity
motivation
Those who seek leadership positions because they will result in personal gain
Noncalculative
motivation
The desire to lead out of a sense of duty or responsibility
Social-normative
motivation
A part of trait theory that postulates that certain types of people will be better leaders than will other types of people
Leader performance
A personality trait characterized by the tendency to adapt one’s behavior to fit a particular social situation
Self-monitoring
According to trait theory, the extent to which a person desires to be in control of other people
Need for power
According to trait theory, the extent to which a person desires to be successful
Need for achievement
The extent to which a person desires to be around other people
Need for affiliation
The name for a pattern of needs in which a leader has a high need for power and a low need for affiliation
Leadership motive
pattern
A projective personality test in which test takers are shown pictures and asked to tell stories. It is designed to measure various need levels
Thematic Apperception
Test (TAT)
An objective test used to measure various need levels
Job Choice Exercise (JCE)
A measure of leadership that classifies a leader into one of five leadership styles
Managerial Grid
Leaders who define and structure their roles as well as the roles of their subordinates
Task-centered leaders
Leaders who believe that employees are extrinsically motivated and thus lead by giving directives and setting goals
Theory X leaders
The extent to which leaders define and structure their roles and the roles of their subordinates
Initiating structure
A leadership style in which the leader is concerned with both productivity and employee well-being
Team leadership
A style of leadership in which the leader is concerned with neither productivity nor the well-being of employees
Impoverished leadership
A leadership style reflecting a balanced orientation between people and tasks
Middle-of-the-road
leadership
A test used to measure a leader’s self-perception of his or her leadership style
Leadership Opinion
Questionnaire (LOQ)
A test used to measure perceptions of a leader’s style by his or her subordinates
Leader Behavior
Description
Questionnaire (LBDQ)
A theory of leadership that states that leadership effectiveness is dependent on the interaction between the leader and the situation
Fiedler’s contingency
model
A test used in conjunction with Fiedler’s contingency model to reveal leadership style and effectiveness
Least-Preferred Coworker
(LPC) Scale
The variable in Fiedler’s contingency model that refers to the extent to which tasks have clear goals and problems can be solved
Task structuredness
The variable in Fiedler’s contingency model that refers to the extent to which a leader, by the nature of his or her position, has the power to reward and punish subordinates
Leader position power
The variable in Fiedler’s contingency model that refers to the extent to which subordinates like a leader
Leader–member relations
A training program that teaches leaders how to change situations to match their leadership styles
Leader Match
A theory of leadership that states that there are six styles of leadership (informational, magnetic, position, affiliation, coercive, and tactical) and that each style will be effective only in one of six organizational climates
IMPACT theory
A style of leadership in which the leader leads through knowledge and information; most effective in a climate of ignorance
Informational style
An organizational climate in which important information is not available
Ignorance
A style of leadership in which the leader has influence because of his or her charismatic personality; most effective in a climate of despair
Magnetic style
An organizational climate characterized by low morale
Despair
A leadership style in which the leaders influence others by virtue of their appointed or elected authority; most effective in a climate of instability
Position style
An organizational climate in which people are not sure what to do
Instability
A leadership style in which the individual leads by caring about others and that is most effective in a climate of anxiety
Affiliation style
An organizational climate in which worry predominates
Anxiety
A leadership style in which the individual leads by controlling reward and punishment; most effective in a climate of crisis
Coercive style
A critical time or climate for an organization in which the outcome to a decision has extreme consequences
Crisis
A leadership style in which a person leads through organization and strategy; most effective in a climate of disorganization
Tactical style
A climate in which the organization has the necessary knowledge and resources but does not know how to efficiently use the knowledge or the resources
Disorganization
A theory of leadership stating that leaders will be effective if their behavior helps subordinates achieve relevant goals
Path–goal theory
In the path–goal theory, a leadership style in which the leader plans and organizes the activities of employees
Instrumental style
In the
path–goal theory, a leadership
style in which leaders show
concern for their employees
Supportive style
In the path–goal theory, a leadership style in which the leader allows employees to participate in decisions
Participative style
In the path–goal theory,
a leadership style in which the
leader sets challenging goals and
rewards achievement
Achievement-oriented
style
A theory of leadership stating that effective leaders must adapt their style of leadership to fit both the situation and the followers
Situational leadership
theory
A
leadership theory that focuses on
the interaction between leaders
and subordinates
Leader-member
exchange (LMX) theory
A leadership
theory that concentrates on the
interaction between the leader
and his or her subordinates
Vertical dyad linkage
(VDL) theory
A
theory of leadership that concentrates
on helping a leader
choose how to make a decision
Vroom–Yetton Model
Power that
individuals have because they
have knowledge
Expert power
The
power that individuals have
because of their elected or
appointed position
Legitimate power
Leadership power that exists to the extent that the leader has the ability and authority to provide rewards
Reward power
Leadership
power that comes from the
leader’s capacity to punish
others
Coercive power
Leadership
power that exists when followers
can identify with a leader
and the leader’s goals
Referent power
Leadership style in which the
leader focuses on task-oriented
behaviors
Transactional leadership
Visionary leadership
in which the leader changes
the nature and goals of an
organization
Transformational
leadership
A leadership theory stating that leaders should be honest and open and lead out of a desire to serve others rather than a desire for self-gain
Authentic leadership
The extent to which a culture avoids uncertainty by
using social norms and rituals
Uncertainty avoidance
The extent to which power is unequally shared
Power distance
The extent to which a culture encourages collective distribution of resources
Social collectivism
The extent to which individuals express pride in their
organizations and families
In-group collectivism
The extent to which a culture tries to minimize differences in gender roles and prevent discrimination
Gender egalitarianism
The extent to which individuals in a culture are assertive and challenging in social relationships
Assertiveness
The extent to which a culture plans for and invests in the future
Future orientation
The extent to which a culture encourages and rewards improvement in performance
Performance orientation
The extent to which a culture encourages and rewards
people for being fair, caring, and giving
Humane orientation
