Ch 12

Front 1

Leadership

Back 1

Influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members.

Front 2

Shared leadership

Back 2

The view that leadership is broadly distributed, rather than assigned to one person, which that people within the team and organization lead each other.

Front 3

Personality

Back 3

The leader's higher levels of extroversion (outgoing, talkative, sociable, & assertive) and conscientiousness (careful, dependable, and self-disciplined).`

Front 4

Self-concept

Back 4

The leader's self-beliefs and positive self-evaluation about his or her own leadership skills and ability to achieve objectives.

Front 5

Drive

Back 5

The leader's inner motivation to pursue goals.

Front 6

Integrity

Back 6

The leader's truthfulness and tendency to translate words into deeds.

Front 7

Leadership motivation

Back 7

The leader's need for socialized power to accomplish team or organizational goals.

Front 8

Knowledge of the business

Back 8

The leader's tacit and explicit knowledge about the company's environment, enabling the leader to make more intuitive decisions.

Front 9

Cognitive and practical intelligence

Back 9

The leader's above-average cognitive ability to process information (cognitive intelligence) and ability to solve real-world problems by adapting to, shaping, or selecting appropriate environments (practical intelligence).

Front 10

Emotional intelligence

Back 10

The leader's ability to monitor hi or her own and other's emotions, discriminate among them, and use the information to guide his or her thoughts and actions.

Front 11

Authentic leadership

Back 11

The view that effective leaders need to be aware of, feel comfortable with, and act consistently with their values, personality, and self-concept.

Front 12

Servant leadership

Back 12

the vie3w that leaders serve followers, rather than vice versa; leaders help employees fulfill their needs and are coaches, stewards, and facilitators of employee development.

Front 13

Path-goal leadership theory

Back 13

A contingency theory of leadership based on the expectancy theory of motivation that relates several leadership style to specific employee and situational contingencies.

Front 14

Situational leadership theory

Back 14

A commercially popular but poorly supported leadership model stating that effective leaders vary their style (telling, selling, participating, delegating)( with the "readiness" of followers.

Front 15

Fiedler's contingency model

Back 15

Developed by Fred Fiedler, an early contingency leadership model that suggests that leader effectiveness depends on whether the person's natural leadership style is appropriately matched to he situation.

Front 16

Leadership substitutes

Back 16

A theory identifying contingencies that either limit a leader's ability to influence subordinates or make a particular leadership style unnecessary.

Front 17

Transformational leadership

Back 17

A leadership perspective that explains how leaders change teams or organizations by creating, communicating, and modeling a vision for the organization or work unit and inspiring employees to strive for that vision.

Front 18

Transactional leadership

Back 18

The view that leaders influence employees mainly by using rewards and penalties, as well as through negotiation.

Front 19

Managerial leadership

Back 19

A leadership perspective stating that effective leaders help employees improve their performance and well-being in the current situation.

Front 20

Implicit leadership theory

Back 20

A theory stating that people evaluate a leader's effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviors of effective leaders (leadership prototypes) and that people tend to inflate the influence of leaders on organizational events.