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25 Cards in this Set
- Front
- Back
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is a social process through which an individual intentionally exertsinfluence over others to structure their behaviors and relationships; core ofleadership is influence over others |
Leadership |
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an individual’s potential influence over the attitudes and behavior ofindividuals |
Power |
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Legitimate Power Reward Power Coercive power Expert Power referent power |
Five bases of Power (French & raven 1959 |
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Power bestowed by the organization, synonymous with “authority” |
Legitimate Power |
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Results from controlling rewards or outcomes that others strive for |
Reward Power |
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Control over punishments, used to get others to do what they want |
Coercive power |
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Control over punishments, used to get others to do what they want |
Expert power |
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Control over punishments, used to get others to do what they want |
Referent power |
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Focused on identifying individual characteristics thatmake a good leader Gender, dominance, intelligence, appearance, need forpower, need for achievement |
Trait Theories 1930 -50 |
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Three types of leadership styles- Authoritarian,democratic, laissez-faire Subordinates prefer democratic leaders, but not muchrelationship between leader style and subordinate behavior |
The Iowa Studies Kurt Lewin |
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Used Leader Opinion Questionnaire (LOQ) and LeaderBehavior Descriptive Questionnaire (LBDQ) |
Ohio State Studies |
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Behaviors through which leaders define roles in achieving group’s goals(e.g., assigning specific tasks, planning ahead, defining procedures) |
Initiating structure |
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Extent to which leaders act in a supportive way and show concern andrespect for their subordinates (e.g., two-way communication, establishingfavorable rapport) |
Consideration |
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Effective leadership is a joint function of leadercharacteristics and situational features Task-orientedleaders are best suited for some situations relationship-orientedleaders are best suited for other situations |
Fiedler contingency theory |
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Arose out of Vroom’s expectancy theory of motivationSpecifies situational moderators that influence theleader behavior/leader effectiveness relationship"
Four leader behaviors: directive,achievement-oriented, supportive, participativerif' |
Path Goal theory House |
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Focuses on unique, dyadic relationships betweensubordinates and leaders; Leaders have different relationships with differentsubordinates |
LeaderMember Exchange Theory (LMX) |
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have good relationships with leader based on mutual trust, sharedresponsibility, and support |
in group subordinates (LMX) |
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are treated in a more task-oriented fashion |
Out Group subordinates |
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Emphasizes subordinates’ perceptions of leaderbehaviors Leadership as the outcome of a perceptual processinvolving leaders and subordinates |
Implicit leadership theory |
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· Stressemotionally appealing behaviors (empowering, developing a vision, rolemodeling)· Encourageincreased follower self-esteem and satisfaction |
New Leadership theories |
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Interaction of leader and follower raises both tohigher levels of motivation and morality (Bass, 1985) |
Transformational leadership theory |
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Leader–follower relationship is based on exchanges only, leaders operateon contingent reinforcement version |
transactional leadership |
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attempt to motivate subordinates to transcend self-interests and achievemore than they think is possible |
tranformational leaders |
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· Idealizedinfluence · Inspirationalmotivation · Intellectualstimulation · Individualizedconsideration |
Transformational leaders |
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When qualified individuals are prevented from truly achieving all theycan because of discrimination |
glass ceiling |
