chapter 7 key terms

Question 1

authority:

Answer 1

Weber identified three sources: charismatic, traditional, and rational legal. In police departments it is a formal grant to a position, the incumbent uses it to accomplish organizational goals. Also see power.

Question 2

Big Five:

Answer 2

the traits approach produced long lists of traits; using meta-analysis, five broad trait categories were identified into which the longer lists of traits could be fitted: surency, conscientiousness, agreeableness, adjustment, and intellectance. See Big Two.

Question 3

Big Two:

Answer 3

a refinement of the Big Five: stability and plasticity.

Question 4

charismatic leadership:

Answer 4

Charisma was originally thought to be a gift of abilities from above; failures cannot be charismatic, nor can leaders proclaim themselves to be such. Charismatic leaders have seven traits, including having an innovative vision, inspiring and developing followers, and leading their departments to superior performances.

Question 5

climbers:

Answer 5

leadership style described by Downs; such leaders invent new functions for their units.

Question 6

conceptual skills:

Answer 6

the ability to understand and interrelate various parcels of information that seem unrelated or whose meaning or importance is not immediately apparent.

Question 7

conservers:

Answer 7

leadership style described by Downs; such leaders exhibit bias toward maintaining things under their control.

Question 8

counterproductive work behavior (CWB):

Answer 8

behavior that has a detrimental effect on relationships with coworkers and/or the efficiency of operations. democratic: a leadership style; encourages individual and group participation, “let’s talk about it.”

Question 9

emotional skills (ES):

Answer 9

The ability to accurately perceive and appraise your own emotions and those of others, to regulate your own emotions, and to do so while adapting and responding to the needs of others.

Question 10

ethical leadership:

Answer 10

consistent demonstration of moral values though personal actions, in interpersonal communications, and the communication of values to followers. Two components: (1) moral person and (2) moral manager.

Question 11

great man” theories:

Answer 11

two contrasting views: (1) events that must be responded to produce the great man and (2) great men are “born leaders,” exceptionally endowed; one of two branches of traditional leadership theory, the other being the traits approach.

Question 12

human relations skills:

Answer 12

the capacity to interrelate positively with other people. laissez-faire: a leadership style; takes passive, “hands-off” approach, reluctantly use the authority of one’s position, “whatever.”

Question 13

leader: can be contrasted with manager:

Answer 13

1) management is the content of a job, being a leader is how you get it done; (2) one person may be a leader, manager, both, or neither; and (3) a leader is identified by the position he or she occupies in the department’s hierarchy. Leaders and managers can be differentiated by the variables identified in Table 7.1. See leadership.

Question 14

leader member exchange (LMX):

Answer 14

theory by Dansereau, Graen, and Haga; those who are like the leader go to the in-group, those unlike the leader go to the out-group, and those about whom the leader is unsure, go to the try-out bin (1975 ). See life cycle LMX theory (1995).

Question 15

leadership:

Answer 15

1) relating the police department to the larger/external environment and (2) influencing officers to use their energies willingly and appropriately to achieve the department’s goals.

Question 16

skill:

Answer 16

how knowledge gets translated into action.

Question 17

social skills

Answer 17

the ability to express oneself in social situations; the ability to “read” social situations; recognizing different social roles and expected behavior; and interpersonal problem solving; closely related to ES.

Question 18

socialized power needs:

Answer 18

the desire to have a positive impact on the department’s operations and administration.

Question 19

spiritual leadership:

Answer 19

leadership divided into two camps: those who are more overtly religious and those who define spirituality in another way. People can be spiritual without being religious, seeking meaning in their lives. Spiritual in this sense means having a closer connection with one’s higher values and morality. Spiritual leadership taps into followers’ higher-order needs (e.g., challenging work that is socially meaningful). See spiritual survival.

Question 20

spiritual survival:

Answer 20

1) transcendence, a sense of being called to a profession and (2) membership, a sense of belonging.

Question 21

station house sergeants:

Answer 21

as described by Van Maanen, such sergeants work inside, have a strong conformity orientation, are immersed in the police department’s management culture, and make contacts that can help career.

Question 22

street sergeants:

Answer 22

as described by Van Maanen, such sergeants have a distaste for office procedures, are action oriented, are more likely to be investigated and sued, and may not advance beyond middle management.

Question 23

Tannenbaum and Schmidt:

Answer 23

authors who identified a theory of leader styles (1958), revising it to a full situational leadership theory (1973).

Question 24

technical skills:

Answer 24

skills that are essential to doing a job; vary by level within a police organization (e.g., identifying physical evidence versus preparing a budget).

Question 25

traits approach:

Answer 25

relatively stable predispositions to behave in a certain way; since roughly 1910 there has been interest in identifying the traits leaders have. Also see great man theory.

Question 26

transactional leadership:

Answer 26

leadership style that gives something (rewards) to get something (performance by followers). TLers appeal to the self-interest of followers. A basic system of reciprocity. Followers are motivated by lower levels of Maslow’s needs hierarchy.

Question 27

transformational leadership:

Answer 27

leadership style that inspires followers to “elevate their game,” go beyond self-interests, and make more and larger contributions than they had originally intended. In the process, transformational leaders help them to grow personally and professionally, to develop their own capabilities for leadership. Transformational leaders appeal to followers’ ideals and values, aligning them with the organization’s.

Question 28

zealots:

Answer 28

leadership style described by Downs; such leaders have narrow interests, focus almost entirely on them.

Question 29

leadership neutralizers:

Answer 29

as described by Kerr and Jermier, those who make leadership ineffective or impossible.

Question 30

leadership substitutes:

Answer 30

as described by Kerr and Jermier, those who diminish or take the place of formal leadership.

Question 31

least preferred coworker (LPC):

Answer 31

Fiedler’s theory that, underlining LPC is the assumption that how leaders treat their LPC is an indicator of their leadership preference. The relationship of that preference has three situational variables: (1) task structure, (2) leader-follower relations, and (3) the power position of the leader determines group effectiveness. management systems: as described by Likert, a continuum of four leader styles. manager: See leader.

Question 32

Managerial Grid:

Answer 32

Blake and Mouton’s theory that balances two considerations: (1) concern for people and (2) concern for task to produce five distinct leadership styles.

Question 33

moral manager:

Answer 33

ethical leadership concept, a fair and principled decision maker, who is altruistic, cares about people and the larger society.

Question 34

moral person:

Answer 34

ethical leadership concept, proactively strives to reinforce followers’ ethical behavior.

Question 35

normative decision-making theory:

Answer 35

leadership model by Vroom, Yetton, Jago; not a general model of leadership; narrowly focuses on three leadership approaches to decision-making and provides the greatest probability for a good decision, contingent upon follower characteristics.

Question 36

organizational citizenship behavior (OCB):

Answer 36

the extra things followers do that are not required, but contribute to organizational effectiveness. See POB.

Question 37

path-goal theory (PGT):

Answer 37

theory by House, 1996; revised his 1971 theory. The essence of PGT is that for leaders to be effective, they must engage in leader behaviors that compensate for the deficiencies of their subordinates, enhance their performance, and are instrumental to their individual and work unit performance and satisfaction.

Question 38

personalized power needs:

Answer 38

the desire to be in control for selfish, self-aggrandizing reasons.

Question 39

positive organizational behavior (POB):

Answer 39

a broader cluster of organizational behaviors that contribute to its overall success; OCB is included within POB by some researchers.

Question 40

power:

Answer 40

when a formal grant of authority is made, some power inherently accompanies it, to maintain standards, correct deficiencies, and discipline as needed. However, even with authority and power, leaders may not be able to compel others to perform. To a significant degree, power is a grant made by the led to the leader. Also see authority.

Question 41

power motivation:

Answer 41

see affiliation, personalized power, and socialized power needs.

Question 42

servant leadership:

Answer 42

as described by Greenleaf, primary orientation is the theory that leaders should first be servants, meeting the legitimate needs of their followers.

Question 43

situational leadership:

Answer 43

leadership model by Hersey and Blanchard; relates the behavior of the leaders to the maturity of followers, identifies the most probable successful leader behaviors for each level of maturity.

Question 44

authoritarian/autocratic:

Answer 44

a leadership style; makes all decisions, closely controls work, a micromanager, “my way or the highway.”