Study your flashcards anywhere!

Download the official Cram app for free >

  • Shuffle
    Toggle On
    Toggle Off
  • Alphabetize
    Toggle On
    Toggle Off
  • Front First
    Toggle On
    Toggle Off
  • Both Sides
    Toggle On
    Toggle Off
  • Read
    Toggle On
    Toggle Off
Reading...
Front

How to study your flashcards.

Right/Left arrow keys: Navigate between flashcards.right arrow keyleft arrow key

Up/Down arrow keys: Flip the card between the front and back.down keyup key

H key: Show hint (3rd side).h key

A key: Read text to speech.a key

image

Play button

image

Play button

image

Progress

1/15

Click to flip

15 Cards in this Set

  • Front
  • Back
Vision
A conceptualization or image of what something is, can be, or should be; in contemporary leadership theories and practice, a crucial element in enacting leadership is articulating a vision of desirable changes
Traits approach
A research tradition that focuses on the physical, cognitive, or psychological characteristics (e.g., traits, abilities, dispositions, etc.) that result in leadership effectiveness and/or emergence
Styles Approach
A research tradition that attempts to classify leadership into general patterns of behaviors or orientation, such as democratic, autocratic, and laissez faire
- Task oriented leaders v. socio-emotional leaders
- Initiating structure and showing consideration
Contingency Model
- Fiedler
- Assumes that leaders have relatively stable motives (or traits) and that these must be matched to certain situational characteristics for effective leadership
Situational Approach
A research tradition that suggests that leaders adapt their styles of leadership to match situational characteristics for maximum effectiveness
Constitutive Approach
A research tradition that suggests that both leaders' qualities and situational qualities are socially constructed; in this view, amanging meaning is essential to leadership effectiveness
Leader-Member Exchange (LMX) Theory
Assumes that organizational leaders hhave limited amounts of personal and organizational resources and distribute such resources among their followers electively; thus, they develop high LMX (in-group) relationships with some follows are low LMX (or out-group) relationships with others
Transformational Leadership
A recent research tradition that suggests that leadership is a process of creating significant changes including articulating an inspiring vision for change, especially through managing meaning
Transactional Leadership
A term used by transformational leadership scholars to characterize previous (especially situational) approaches based on the underlying assumption that the way to lead or motivate followers was through an economimc transaction, exchanging reward for effort
Framing
Using symbols to convey values and meanings, including preferred interpretations of organizational problems, solutions, and goals.
Practices of Transformational Leaders/Leadership
* Challenge
* Inspire
* Enable
* Model
* Encourage
Alternative Models of Leadership
* Non-bureaucratic
* Non-market-driven
* Relationship centered
* Values based
Historical Perspectives of Leadership
* Great Man Theories / Trait Theories
* Functional Theories
* Style Theories
* Situational/Contingency Theories
* Transformational Theory (revival of Charismatic)
* Teamwork and Facilitation
Difference between Leader and Leadership
Leader = person
Leadership = process
Essentialism
the characteristics we find are essential features of the phenomena we study