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;
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
|
