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27 Cards in this Set
- Front
- Back
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Process for guiding individuals, groups, and entire organizations in establishing goals and sustaining action to support goals
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Leadership
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Responsibility, specifically assigned by the organization, to direct and evaluate the work of others.
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Management
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Theor of leadership that assumed that leaders possessed innate traits that made them effective; commonly referred to as the great-man theory
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Trait approach
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Theories that attempt to identify a range of general approaches leaders use to achieve goals. The approaches are thought to be based on a leader's assumptions about what motivates people to accomplish goals
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Style approach
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Style of leader or manager who makes decisions with little influence from others.
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Autocratic
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Style of leader or manager who involves followers in decision making.
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Democratic
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Style of leader manager who behaves as a non-leader. Individuals and groups are expected to make their own decisions bevause of a hands-off approach from te leader
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Laissez-faire
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Suggested leadership styles or approaches are based on two central dimensions: concern for relationships with people and concern for task production
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Blake & Mouton
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Leadership style characterized by a low concern for interpersonal relationships and task accomplishment.
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Impoverished Management
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style of leader who balances task and people concerns; commonly referred to as compromise management or leadership.
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Middle-of-the-road Management
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Style of leader or manager who emphasizes interpersonal relationships at the expense of goal achievement.
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Country club management
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Style of leader or manager who is concerned with goals or task achievement while exhibiting little concern for personal relationships; commonly referred to as autocratic leadership.
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Task management
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Team leadership or management is the theoretical ideal. Team leaders exhibit high concern for both task and interpersonal relationships by emphasizing goal accomplishment while supporting people.
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Team Management
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Leadership theories that explore how leaders interact with followers and the requirements of a particular environment.
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Situational approaches
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Leadership theories that explore how leaders motivate followers by personal example, through appeals to higher-level needs, and by the establishment of vision.
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Transformational approaches
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Process of giving employees the maximum amount of power to do a job as they see fit; includes both responsibility and accountability for work performed.
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Empowerment
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Leadership responsibilities broadly distributed throughout the organization.
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Dispersed leadership
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The process of leading others to lead themselves
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SuperLeadership
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examine leadership process through discourses which influence the accomplishment or lack of accomplishment of tasks and goals.
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Discursive approaches
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influence an individal has over another as a result of dependency on the powerful person. Power bases are commonly identified as legitimate, reward, coercive, referent, expert, and connection
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Power bases
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power emerging from the positions, titles, or roles people occupy
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legitimate power
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power based on the leader's control and distribution of tangible and intangible resources
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reward power
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power based on the sanctions or punishments within the control of the leader
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coercive power
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power based on others identifying with the leader
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referent power
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power based on information the leader knows as a result of organizational interaction or areas of technical specialty.
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Expert or information power
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Power resulting from whom the leader knows and the support he or she has from others in the organization.
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connection power
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leadership that provides a consistent message, has a perspective for unleashing talent, practices, ego, sppression, and creates leaders
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principled leadership
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