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Industrial Organizational Psychology > Leadership > Flashcards

Leadership Flashcards

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1
Q

A part of trait theory that postulates that certain types of people will become leaders and certain types will not

A

Leader emergence

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2
Q

The motivation to lead as a result of a desire to be in charge and lead others

A

Affective identity

motivation

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3
Q

Those who seek leadership positions because they will result in personal gain

A

Noncalculative

motivation

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4
Q

The desire to lead out of a sense of duty or responsibility

A

Social-normative

motivation

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5
Q

A part of trait theory that postulates that certain types of people will be better leaders than will other types of people

A

Leader performance

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6
Q

A personality trait characterized by the tendency to adapt one’s behavior to fit a particular social situation

A

Self-monitoring

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7
Q

According to trait theory, the extent to which a person desires to be in control of other people

A

Need for power

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8
Q

According to trait theory, the extent to which a person desires to be successful

A

Need for achievement

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9
Q

The extent to which a person desires to be around other people

A

Need for affiliation

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10
Q

The name for a pattern of needs in which a leader has a high need for power and a low need for affiliation

A

Leadership motive

pattern

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11
Q

A projective personality test in which test takers are shown pictures and asked to tell stories. It is designed to measure various need levels

A

Thematic Apperception

Test (TAT)

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12
Q

An objective test used to measure various need levels

A

Job Choice Exercise (JCE)

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13
Q

A measure of leadership that classifies a leader into one of five leadership styles

A

Managerial Grid

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14
Q

Leaders who define and structure their roles as well as the roles of their subordinates

A

Task-centered leaders

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15
Q

Leaders who believe that employees are extrinsically motivated and thus lead by giving directives and setting goals

A

Theory X leaders

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16
Q

The extent to which leaders define and structure their roles and the roles of their subordinates

A

Initiating structure

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17
Q

A leadership style in which the leader is concerned with both productivity and employee well-being

A

Team leadership

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18
Q

A style of leadership in which the leader is concerned with neither productivity nor the well-being of employees

A

Impoverished leadership

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19
Q

A leadership style reflecting a balanced orientation between people and tasks

A

Middle-of-the-road

leadership

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20
Q

A test used to measure a leader’s self-perception of his or her leadership style

A

Leadership Opinion

Questionnaire (LOQ)

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21
Q

A test used to measure perceptions of a leader’s style by his or her subordinates

A

Leader Behavior
Description
Questionnaire (LBDQ)

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22
Q

A theory of leadership that states that leadership effectiveness is dependent on the interaction between the leader and the situation

A

Fiedler’s contingency

model

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23
Q

A test used in conjunction with Fiedler’s contingency model to reveal leadership style and effectiveness

A

Least-Preferred Coworker

(LPC) Scale

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24
Q

The variable in Fiedler’s contingency model that refers to the extent to which tasks have clear goals and problems can be solved

A

Task structuredness

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25
Q

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

A

Leader position power

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26
Q

The variable in Fiedler’s contingency model that refers to the extent to which subordinates like a leader

A

Leader–member relations

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27
Q

A training program that teaches leaders how to change situations to match their leadership styles

A

Leader Match

28
Q

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

A

IMPACT theory

29
Q

A style of leadership in which the leader leads through knowledge and information; most effective in a climate of ignorance

A

Informational style

30
Q

An organizational climate in which important information is not available

A

Ignorance

31
Q

A style of leadership in which the leader has influence because of his or her charismatic personality; most effective in a climate of despair

A

Magnetic style

32
Q

An organizational climate characterized by low morale

A

Despair

33
Q

A leadership style in which the leaders influence others by virtue of their appointed or elected authority; most effective in a climate of instability

A

Position style

34
Q

An organizational climate in which people are not sure what to do

A

Instability

35
Q

A leadership style in which the individual leads by caring about others and that is most effective in a climate of anxiety

A

Affiliation style

36
Q

An organizational climate in which worry predominates

A

Anxiety

37
Q

A leadership style in which the individual leads by controlling reward and punishment; most effective in a climate of crisis

A

Coercive style

38
Q

A critical time or climate for an organization in which the outcome to a decision has extreme consequences

A

Crisis

39
Q

A leadership style in which a person leads through organization and strategy; most effective in a climate of disorganization

A

Tactical style

40
Q

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

A

Disorganization

41
Q

A theory of leadership stating that leaders will be effective if their behavior helps subordinates achieve relevant goals

A

Path–goal theory

42
Q 
In the
path–goal theory, a leadership
style in which the leader plans
and organizes the activities of
employees
A

Instrumental style

43
Q

In the
path–goal theory, a leadership
style in which leaders show
concern for their employees

A

Supportive style

44
Q 
In the
path–goal theory, a leadership
style in which the leader allows
employees to participate in
decisions
A

Participative style

45
Q

In the path–goal theory,
a leadership style in which the
leader sets challenging goals and
rewards achievement

A

Achievement-oriented

style

46
Q 
A theory of leadership
stating that effective leaders
must adapt their style of leadership
to fit both the situation
and the followers
A

Situational leadership

theory

47
Q

A
leadership theory that focuses on
the interaction between leaders
and subordinates

A

Leader-member

exchange (LMX) theory

48
Q

A leadership
theory that concentrates on the
interaction between the leader
and his or her subordinates

A

Vertical dyad linkage

(VDL) theory

49
Q

A
theory of leadership that concentrates
on helping a leader
choose how to make a decision

A

Vroom–Yetton Model

50
Q

Power that
individuals have because they
have knowledge

A

Expert power

51
Q

The
power that individuals have
because of their elected or
appointed position

A

Legitimate power

52
Q 
Leadership
power that exists to the extent
that the leader has the ability
and authority to provide
rewards
A

Reward power

53
Q

Leadership
power that comes from the
leader’s capacity to punish
others

A

Coercive power

54
Q

Leadership
power that exists when followers
can identify with a leader
and the leader’s goals

A

Referent power

55
Q

Leadership style in which the
leader focuses on task-oriented
behaviors

A

Transactional leadership

56
Q

Visionary leadership
in which the leader changes
the nature and goals of an
organization

A

Transformational

leadership

57
Q 
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
A

Authentic leadership

58
Q

The extent to which a culture avoids uncertainty by

using social norms and rituals

A

Uncertainty avoidance

59
Q

The extent to which power is unequally shared

A

Power distance

60
Q

The extent to which a culture encourages collective distribution of resources

A

Social collectivism

61
Q

The extent to which individuals express pride in their

organizations and families

A

In-group collectivism

62
Q

The extent to which a culture tries to minimize differences in gender roles and prevent discrimination

A

Gender egalitarianism

63
Q

The extent to which individuals in a culture are assertive and challenging in social relationships

A

Assertiveness

64
Q

The extent to which a culture plans for and invests in the future

A

Future orientation

65
Q

The extent to which a culture encourages and rewards improvement in performance

A

Performance orientation

66
Q

The extent to which a culture encourages and rewards

people for being fair, caring, and giving

A

Humane orientation

Industrial Organizational Psychology (15 decks)

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