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25 Cards in this Set
- Front
- Back
Trait Theory
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one’s leadership effectiveness was said to be influenced by their intelligence, selfconfidence,
determination, integrity, and sociability. |
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Psychodynamic Theory
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This theory assumes that the world
can be a hostile, unpredictable, and unforgiving environment and that followers look for leaders who can make sense of such a turbulent conditions and crisis situations. |
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Skills Theory
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This theory focuses on leaders who are emotionally intelligent and can successfully solve problems.
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Style Theory
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This theory concentrates on two types of
leadership: task- or production-oriented leadership which focuses on initiating structures and paths for followers to perform effectively and people- or relationship-oriented leadership which considers fostering good relationships between the leader and followers. |
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Situational Leadership Theory
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the leader assumes a directive, coaching, supporting, or delegating style based on the situation (or task) and the follower’s development level (DL)
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directive style
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the follower has low levels of competence and
commitment (DL1) |
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coaching style
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If the follower is diagnosed with a low level of competence but some commitment (DL2)
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supportive style
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The follower is highly competent but lacks commitment
(DL3) |
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delegating style
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follower demonstrates high
levels of competence and commitment (DL4) |
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Contingency Theory
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This theory matches specific leaders to particular situations in order to achieve the most success.
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Leader-Member Relations
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The degree to which the leaders is trusted and liked
by members of the group and their willingness to follow the leader. |
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Leader’s Position Power
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The authority the leader has to reward or punish based on his or her organizational position. The power of the leader is based on the position held within the organizational position and authority.
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The Task Structure
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Highly-structured means the tasks are clearly understood and easy to understand. Unstructured means the tasks are difficult to understand and are
complex or difficult to execute. |
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Relationship-oriented leaders
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Usually exhibit task-oriented behaviors under highly
favorable situations and display relationship-oriented behaviors under unfavorable intermediate favorable situations. |
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Task-oriented leaders
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frequently display task-oriented in unfavorable or
intermediate favorable situations but display relationship-oriented behaviors in favorable situations |
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Path-Goal Theory
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iews the leader as a trail-blazer, creating the conditions and paving the way for subordinates to succeed
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Leadership-Member Exchange (LMX) Theory
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It emphasized that leaders must develop
specialized relationships with each of their followers instead of treating all their followers the same way. |
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The in-group followers
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Preferential treatment from the leader such as
receiving privileged information, highly sought after resources, and mentoring. |
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Out-group followers
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Followers must demonstrate their competence and loyalty (commitment)
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Authentic Leadership Theory
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This theory argues that effective leaders are
true to themselves and others, have positive psychological states, and adhere to strong morals and values. |
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Skinner’s Operant Conditioning Theory
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considers a method of learning that occurs through rewards and punishments for behavior.
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Positive Reinforcement
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Involves favorable actions, results, or outcomes that a
leader presents to a follower after the follower demonstrates a desired behavior. |
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Negative Reinforcement
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includes the removal of unpleasant, unfavorable actions
or events the follower is currently experiencing that occurs after they have displayed a desirable behavior. |
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Positive punishment
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the typical form of punishment where the leader
applies or presents of an unfavorable action or result to a follower who has demonstrated an undesirable behavior. |
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Negative punishment
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occurs when a leader removes something valued by the
follower after they have demonstrated an undesirable or unacceptable behavior. |