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35 Cards in this Set
- Front
- Back
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"Great Man" Theory |
a theory of leadership that explained leadership by examining the traits and characteristics of individuals considered to be historically great leaders |
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Traits based leadership theory |
a theory of leadership that tries to reveal a set of universal traits and skills that are relevant in all leadership situations |
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Common leadership traits |
-confidence -initiative -risk-taker -persistence -high level of physical energy -motivation to complete tasks |
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Cognitive skills |
a leader’s ability to understand the internal and external environments, makedecisions with sound reasoning, and communicate effectively |
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Technical skills |
a leaders knowledge about an organization and expertise about job-related activities |
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Interpersonal skills |
a leaders ability to interact with others |
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Character |
the core values and fundamental beliefs that drive behavior in variable situations -personal integrity -accountability |
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Leadership style |
the pattern of behaviors thatleaders use in situations
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Task-oriented behavior |
behaviors that prioritize the accomplishment of a task in an efficient and reliable way -doing short term planning (goal&group oriented) -clarifying roles and objectives -monitoring operations and performance *no link to subordinate job satisfaction |
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Relations-oriented behavior |
behaviors that prioritize interpersonal relationships, the value of workers as humans, and a strong commitment to the unit and its mission -supporting subordinates -developing subordinates -recognizing work *subordinate job satisfaction |
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Managerial grid |
a grid showing leaders different levels of task-oriented and relations-oriented behavior which results in particular styles of leadership |
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Charismatic leaders |
individuals who arouse strong followership through inspirational visions and/or compelling personal attributes -socially constructed power |
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Charismatic leader characteristics |
-extreme self confidence -willing to take personal risks -strong moral conviction to use power positively -communicate vision through strong imagery, symbolism and metaphor |
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Transformational leadership |
the set of behaviors that leaders use to transform or change their organization and individuals for the better -charisma and vision -inspirational motivation -intellectual motivation -individualized consideration |
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Transactional leadership |
the process by which a leader provides something to subordinates in return for something the subordinates want -contingent reward -management-by-exception |
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Contingent reward |
the exchange between leaders and followers in which leaders offer rewards to subordinates in exchange for their services |
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Management-by-exception (MBE) |
a method of leadership that prescribes when leaders should intervene to increase a subordinate’s effort to meet standards -active (constant monitoring, immediate correction) -passive (avoids micromanaging, learn from mistakes) |
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Leader-member-exchange (LMX) |
a method of leadership in which leaders treat each follower differently which develops unique relationships with each member |
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In-groups |
-favoredsubordinates -assigned more interesting task -given greaterresponsibility and authority -receive more tangible rewards and more resources |
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Out-groups |
-simply comply with formal rules -do what is required ofthem -receive the standard benefits of the job |
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Relationship life cycle |
a concept marked by the stranger, acquaintance, and mature partnership phases in which a leader and follower undergo a process that dictates whether followers become part of the in-group or out-group |
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Stranger phase |
leaders and subordinate interactions areformal and based on organizational policies -transactional leadership |
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Acquaintance phase |
a leader offers the subordinate a chanceto increase his or her responsibility in the group and the subordinate mustaccept the new role |
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Mature partnership phase |
leaders and followers develop strongmutual trust, respect, and obligation |
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Fiedler contingency model |
a theory in which leaders are more effective depending on the favorability of a leadership situation -leader-member relations -task structure -positional power of the leader |
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Leader-member relations |
quality ofrelationships between leaders and followers |
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Task structure |
extent to whichstandard procedures are in place to complete a task |
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Positional power |
extent to which aleader has authority to evaluate performance and administer rewards orpunishments |
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Situational leadership |
a leadership theory based on the interplay among... -the amount of task-related behaviors a leader exhibits -the amount of relationship-related behaviors a leader exhibits -the level at which followers are mature enough to perform a specific task, function, or objective |
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Path goal theory of leadership |
a theory that states that the most important aspect in leadership is the follower’s expectation that a task can be accomplished and that it will lead to rewards |
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Task characteristics |
-structured or unstructured -repetitive or diverse -simple or complex |
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Leader behaviors |
-directive -participative -supportive -achievement-oriented |
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Subordinates characteristicts |
-preferences for structure -desire for control -confidence in ability |
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Substitutes |
aspects of a situation that make leadership unnecessary |
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Neutralizers |
aspects of a situation that hinder a leader’s ability to act a particular way |
