Chapter 12: Leadership Flashcards
(32 cards)
Leadership
ability to influence a group toward the achievement of a vision or set of goals
trait theories of leadership
focus on personal qualities and characteristics, some of which have been shown to be particularly predictive of leadership ability.
Behavioural theories of leadership
imply that we can determine leadership effectiveness by leader behaviour, and perhaps train people to be leaders.
Initiating structure
the extent to which a leader is likely to define and construct her role and those of employees in the search for goal attainment
Consideration
extent to which a person’s job relationships are characterized by mutual trust, respect for employees’ ideas, and regard for their feelings.
A leader high in initiating structure
someone task-oriented who “assigns group members to particular tasks,” “expects workers to maintain definite standards of performance,” and “emphasizes the meeting of deadlines.”
A leader high in consideration
helps employees with personal problems, is friendly and approachable, treats all employees as equals, and expresses appreciation and support (people-oriented)
Employee-oriented leader
emphasized interpersonal relationships by taking a personal interest in employees’ needs and accepting individual differences
production-oriented leader
emphasized technical or task aspects of jobs, focusing on accomplishing the group’s tasks
Fiedler contingency model
proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives the leader control.
least preferred co-worker (LPC) questionnaire
identifies leadership style by measuring whether a person is task-oriented or relationship-oriented.
The LPC questionnaire asks respondents to think of all the coworkers they have ever had and describe the one they least enjoyed working with, on a scale of 1 to 8, for 16 sets of contrasting adjectives (such as pleasant–unpleasant, efficient–inefficient, open–guarded, supportive–hostile).
Leader–member relations
is the degree of confidence, trust, and respect members have in their leader.
Task structure
is the degree to which the job assignments are procedurized (that is, structured or unstructured).
Position power
is the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.
Situational leadership theory (SLT)
Focusses on the followers
successful leadership depends on selecting the right leadership style contingent on the followers’ readiness, the extent to which followers are willing and able to accomplish a specific task
Path–goal theory
Effective leaders clarify followers’ paths to their work goals and reduce work blocks
charisma
a certain quality of an individual personality, by virtue of which he or she is set apart from ordinary people and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities.
charismatic leadership theory
followers attribute heroic or extraordinary leadership abilities when they observe certain behaviours and tend to give these leaders power.
Vision and articulation
Has a vision—expressed as an idealized goal—that proposes a future better than the status quo and is able to clarify the importance of the vision in terms that are understandable to others.
Personal risk
Willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve the vision.
Willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve the vision.
Perceptive of others’ abilities and responsive to their needs and feelings
Unconventional behaviour
Engages in behaviours that are perceived as novel and counter to norms.
vision
long-term strategy for attaining a goal by linking the present with a better future for the organization.
vision statement
a formal articulation of an organization’s vision or mission
