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40 Cards in this Set
- Front
- Back
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The ability to influence people toward the attainment of organizational goals.
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leadership
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The potential ability to influence others' behavior.
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power
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Power that stems from a formal management position in an organization and the authority granted to it.
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legitimate power
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Power that results from the authority to bestow rewards on other people.
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reward power
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Power that stems from the authority to punish or recommend punishment.
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coercive power
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Power that stems from special knowledge of or skill in the tasks performed by subordinates.
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expert power
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Power that results from characteristics that command subordinates' identification with, respect and admiration for, and desire to emulate the leader.
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referent power
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Distinguishing personal characteristics, such as intelligence, values, and appearance.
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traits
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A leader who delegates authority to others, encourages participation, and relies on expert and referent power to manage subordinates.
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democratic leader
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The type of behavior that describes the extent to which the leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust.
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consideration
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A type of leader behavior that describes the extent to which the leader is task oriented and directs subordinate work activities toward goal attainment.
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initiating structure
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A two-dimensional leadership theory that measures leader's concern for people and concern for production.
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leadership grid
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A model of leadership that describes the relationship between leadership styles and specific organizational situations.
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contingency approach
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A questionnaire designed to measure relationship-oriented versus task-oriented leadership style according to the leader's choice of adjectives for describing the "least preferred coworker."
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LPC scale
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A contingency approach to leadership that links the leader's behavioral style with the task readiness of subordinates.
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situational theory
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A contingency approach to leadership specifying that the leader's responsibility is to increase subordinates' motivation by clarifying the behaviors necessary for task accomplishment and rewards.
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path-goal theory
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A situational variable that makes a leadership style unnecessary or redundant.
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substitute
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A situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors.
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neutralizer
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A leader who clarifies subordinates' role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates.
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transactional leader
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A leader who has the ability to motivate subordinates to transcend their expected performance.
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charismatic leader
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A leader who has the ability to motivate subordinates to transcend their expected performance.
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charismatic leader
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An attractive, ideal future that is credible yet not readily attainable.
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vision
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A leader distinguished by a special ability to bring about innovation and change.
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transformational leader
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A leadership style characterized by values such as inclusion, collaboration, relationship building, and caring.
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interactive leadership
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A leader who works to fulfill subordinates' needs and goals as well as to achieve the organization's larger mission.
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servant leader
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Aspects of Leadership:
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1) People
2) Influence 3) Goals |
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Five Types of Power:
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Position Power:
1) Legitimate 2) Reward 3) Coercive Power Personal Power: 4) Expert 5) Referent |
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Behavioral Approaches:
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1) Ohio State Studies
2) Michigan Studies 3) Leadership Grid |
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Consideration:
Is mindful of subordinates Establishes mutual trust Provides open communication Develops teamwork Initiating Structure: Is task oriented Directs subordinate work activities toward goal attainment Typically give instructions, spend time planning, and emphasize deadlines Provide explicit schedules of work activities |
Ohio State Studies:
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Leadership Grid:
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1) Team Management (9,9)
2) Country Club Management (1,9( 3) Authority-Compliance (9,1) 4) Middle-of-the-Road Management (5,5) 5) Impoverished Management (1,1) |
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Contingency Approaches
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1) Fiedler’s Contingency Theory
2) Hersey and Blanchard Situational Theory 3) Evans and House Path Goal Theory |
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Leadership:
1) relationship oriented leader 2) Task Oriented leader 3) LPC Scale Situation: 1) Leader Member relationships 2) Task structure 3) Position Power |
Fiedler’s Contingency Theory
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Leader Behavior
1) Supportive leadership 2) Directive leadership 3) Participative leadership 4) Achievement-oriented leadership Situation Contingencies 1) The personal characteristics of group members 2) The work environment Use of Rewards |
Path-Goal Theory
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Productive contributor; offers talent, knowledge, skills, and good work habits as an individual employee.
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Level 1: Highly Capable Individual
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Contributes to the achievement of team goals; works effectively with others in a group.
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Level 2: Contributing Team Member
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Sets plans and organizes people for the efficient and effective pursuit of objectives
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Level 3: Competent Manager
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Builds widespread commitment to a clear and compelling vision; stimulates people to high performance.
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Level 4: The Effective Executive
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Builds an enduring great organization through a combination of personal humility and professional resolve.
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Level 5: The Level 5 Leader
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tend to be open-minded and flexible, exhibit positive attitudes that focus on solutions rather than problems, and have superb communication, coaching, and relationship-building skills.
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virtual leaders
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Styles of Leading the New Workplace
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1) Level 5 leadership
2) Women’s ways of leading 3) Virtual leadership 4) Servant leadership |
