Leadership & Navigation Flashcards
Motivation
Factors that initiate, direct, and sustain human behavior over time.
Coercive leadership approach
Leadership approach in which the leader imposes a vision or solution on the team and demands that the team follow this directive.
Authoritative leadership approach
Leadership approach in which the leader proposes a bold vision or solution and invites the team to join this challenge.
Affiliative leadership approach
Leadership approach in which the leader creates strong relationships with and inside the team; team members are motivated by loyalty.
Democratic leadership approach
Leadership approach in which the leader invites followers to collaborate and commits to acting by consensus.
Pacesetting leadership approach
Leadership approach in which the leader sets a model for high performance standards and challenges followers to meet these expectations.
Coaching leadership approach
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
Trait theory
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.
Behavioral theories
Category of leadership theories that states that leaders influence group members through certain behaviors; includes Blake-Mouton theory
Situational theories
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.
Emergent theory
Leadership theory that states that leaders are not appointed but emerge from the group, which chooses the leader based on interactions
Transactional leadership
Leadership theory that emphasizes a leader’s preference for order and structure; focuses on control and short-term planning.
Transformational leadership
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.
Leader-member exchange theory
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
Servant leadership
Leadership theory in which the leaders’ goal is to serve the needs of their employees; emphasizes the sharing of power.
Legitimate power
Power that is created formally, through a title or position in the hierarchy that is associated with the rights of leadership.
Reward power
Power that is created when the leader can offer followers something they value in exchange for their commitment
Expert power
Power that is created when a leader is recognized as possessing great intelligence, insight, or experience.
Referent power
Power that is created by the force of the leader’s personality.
Coercive power
Power that is created when the leader can punish those who do not follow
Theory X/Theory Y
Motivation theories dealing with the amount of control in the workplace; motivation is seen as either absolutely irrelevant or absolutely critical.
Needs theory
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
Expectancy theory
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.
Attribution theory
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.
Goal-setting theory
Theory that states that motivation can be increased by providing employees with goals against which they can assess their achievement.
Equity theory
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.
