Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
29 Cards in this Set
- Front
- Back
|
Cadre
|
A term from leader-member exchange (LMX) theory that refers to individuals who are facored by their supervisors.
|
|
|
Charismatic leaders
|
a leader who has an unusual amount of influence on followers and can change their attitudes and beliefs.
|
|
|
Coercive power
|
power based on the use of punishment
|
|
|
Consideration
|
a supervisory style characterized by concern with the well-being of subordinates. one of the dimensions of the Leader Behavior Description Questionnaire that was developed during the ohio state leadership studies.
|
|
|
Expert power
|
influence based on the perceiced expertise of the individual.
|
|
|
Fiedler’s contingency theory
|
a theory that considers leader effectiveness to be a joint outcome of the leader and the leadership situation.
|
|
|
Glass ceiling
|
the phenomenon that minorities and women can progress only to a certain level in organizations.
|
|
|
Hired hands
|
in leadership-member exchange (LMX) theory, the individuals who are not facored by the supervisor.
|
|
|
Initiating structure
|
a supervisory style characterized by concern with task accomplishment; one of the dimensions of the Leader Behavior Description Questionannire that was developed during the Ohio State Leadership Studies.
|
|
|
Leader behavior description questionnaire (LBDQ)
|
a scale to assess leadership style, including consideration and initiating structure.
|
|
|
Leader match
|
a procedure based on Fiedler's contingency theory that trains leaders to modify situations to match their personal characteristics.
|
|
|
Leader-member exchange (LMX) theory
|
a theory that views leadership from the perspective of individual leader-subordinate pairs.
|
|
|
Leadership
|
A term with no definitive definition
|
|
|
Least preferred coworker (LPC) scale
|
a measure used to assess a personality characteristic of a leader. The _ _ _ is an important component of Fiedler's contingency theory.
|
|
|
Legitimate power
|
influence based on followers' beliefs that a person has the right to ask for compliance, usually based on rank or title.
|
|
|
Out-group
|
Legitimate employees that the supervisor does not consider when seeking to solve problems.
|
|
|
Path-goal theory
|
a leadership theory that emphasized how leaders can enhance subordinate motivation by clarifying the paths between behavior and rewards.
|
|
|
Power
|
the abiliy to influence other people.
|
|
|
Referent power
|
influence based on the subordinates' liking of the supervisor.
|
|
|
Reward power
|
influence based on giving rewards.
|
|
|
Sexual harassment
|
behavior of a sexual nature that adversely affects a person's ability to do his or her job.
|
|
|
Transformational leadership
|
a leader who has a lot of influence. Has the ability to transform the performance of lacking workers.
|
|
|
Vroom-Yetton model
|
a model that indicates the best approach to making decisions that involve subordinates.
|
|
|
Change agent
|
the person or persons who implements the changes in an organizational development plan.
|
|
|
Management by objectives (MBO)
|
an organizational change technique that involves setting interrelated goals throughout an organization.
|
|
|
Organizational development (OD)
|
one of a family of methods used to improve the functioning of organizations.
|
|
|
Survey feedback
|
an organizational change technique in which employees are survered and the survey information is fed back to all levels of the organization.
|
|
|
T-group
|
An organizational change technique that has employees atend training sessions over a period of days to learn interpersonal skills.
|
|
|
Team building
|
a procedure that is used to improve the functioning of work teams.
|
