Chapter 12 Flashcards
(41 cards)
LEADERSHIP
the ability to influence a group toward the achievement of a vision or set of goals.
TRAIT THEORIES OF LEADERSHIP
theories that consider personal qualities and characteristics that differentiate leaders from non- leaders.
BEHAVIORAL THEORIES OF LEADERSHIP
theories proposing that specific behaviors differentiate leaders from non-leaders
INITIATING STRUCTURE
the extent to which a leader is likely to define and structure his or her own role and those of subordinates in the search for goal attainment.
CONSIDERATION
the extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, and regard for their feelings.
EMPLOYEE-ORIENTED LEADER
a leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences among members.
PRODUCTION-ORIENTED LEADER
a leader who emphasizes technical or task aspects of the job.
FIEDLER CONTINGENCY MODEL
the theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader; high in task structure, good leader- member relations, strong position power; leadership is fixed and can’t be change
TASK STRUCTURE
the degree to which job assignments are made into procedure.
POSITION POWER
influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases
SITUATIONAL LEADERSHIP THEORY
a contingency theory that focuses on followers’ readiness.
PATH-GOAL THEORY
a theory that states that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.
LEADER-PARTICIPATION MODEL
a leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.
LEADER-PARTICIPATION MODEL
a leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.
LEADER-MEMBER EXCHANGE THEORY (LMX)
a theory that supports leaders’ creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover and greater job satisfaction.
CHARISMATIC LEADERSHIP THEORY
a leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors;
TRANSFORMATIONAL LEADERSHIP
leaders who inspire followers to transcend their own self interests and who are capable of having a profound and extraordinary effect on others. lower turnover, high productivity, low job stress
TRANSACTIONAL LEADERSHIP
leaders who guide or motivate their followers in the direction of established goals by clarifying role and take requirements; focuses on exchanging rewards for effort; higher efficiency, role clarity, goal oriented
ABILITY
the dimensions of trust defined as an individual’s technical and interpersonal knowledge and skills; only good, bad things can’t be
AUTHENTIC LEADERSHIP
leaders who know who they are, what they believe in and value, and act on those values and beliefs openly and candidly; trust
MENTORING
a senior employee who sponors and supports a less experienced employee
SUBSTITUTES
attributes, such as experience and training, that can replace the need for a leader’s support or ability to create structure
NEUTRALIZERS
atttributes that make it impossilbe for leader behavior to make any difference to follower outcomes
NEUTRALIZERS
attributes that make it impossible for leader behavior to make any difference to follower outcomes
