Chapter 15: Leadership

Front 1

Leadership

Back 1

The ability to influence people toward the attainment of organizational goals.

Front 2

Humility

Back 2

means being unpretentious and modest rather than arrogant and prideful.

Front 3

Servant Leader

Back 3

A leader who serves others by working to fulfill followers' needs and goals as well as to achieve the organization's larger mission

Front 4

Authentic Leadership

Back 4

Refers to leadership by individuals who know and understand themselves, who espouse and act consistent with higher order ethical values, and who empower and inspire others with their openness and authenticity

Front 5

Consideration

Back 5

The term used by researchers at The Ohio State University to describe the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust

Front 6

Initiating Structure

Back 6

The term that describes the extent to which a leader is task oriented and directs subordinates' work activities toward goal accomplishment.

Front 7

The Leadership Grid

Back 7

Is a two-dimensional leadership model that measures the leader's concern for people and concern for production to categorize the leader in one of five different leadership styles.

Front 8

Contingency Approach

Back 8

A model of leadership that describes the relationship between leadership styles and specific situations.

Front 9

Situational Model

Back 9

a contingency approach that links the leader's behavioral style with the readiness level of followers.

Front 10

Neutralizer

Back 10

a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors

Front 11

Substitute for leadership

Back 11

a situational variable that makes a leadership style redundant or unnecessary

Front 12

Charismatic Leader

Back 12

A leader who has the ability to inspire and motivate people to transcend their expected performance, even to the point of personal sacrifice

Front 13

Vision

Back 13

An attractive, ideal future that is credible yet not readily attainable

Front 14

Transformational Leader

Back 14

is distinguished by a special ability to bring about innovation and change by creating an inspiring vision, shaping values, building relationships, and providing meaning for followers

Front 15

Transactional Leader

Back 15

Clarifies subordinates' roles and task requirements, initiates structure, provides rewards, and displays consideration for followers

Front 16

Critical Thinking

Back 16

Means thinking independently and being mindful of the effect of one's behavior on achieving goals

Front 17

Uncritical Thinking

Back 17

Means failing to consider the possibilities beyond what one is told, accepting others' ideas without thinking.

Front 18

Effective follower

Back 18

a critical, independent thinker who actively participates in the organization

Front 19

Alienated follower

Back 19

a person who is an independent, critical thinker but is passive in the organization

Front 20

conformist

Back 20

a follower who participates actively in the organization but does not use critical thinking skills

Front 21

passive follower

Back 21

one who exhibits neither critical independent thinking nor active participation

Front 22

pragmatic survivor

Back 22

A follower who has qualities of all four follower styles, depending on which fits the prevalent situation

Front 23

power

Back 23

the potential ability to influence the behavior of others

Front 24

influence

Back 24

the effect a person's actions have on the attitudes, values, beliefs or behavior of others

Front 25

legitimate power

Back 25

is power that stems from a manager's formal position in an organization and the authority granted by that position

Front 26

reward power

Back 26

results from the authority to bestow rewards

Front 27

Coercive power

Back 27

stems from the authority to punish or recommend punishment

Front 28

Expert Power

Back 28

power that results from a leader's special knowledge or skill in the tasks performed by subordinates

Front 29

Referent Power

Back 29

results from characteristics that command subordinates' identification with, respect and admiration for, and desire to emulate the leader.