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

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


Play button


Play button




Click to flip

25 Cards in this Set

  • Front
  • Back
The process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals
An individual who is able to exert influence over other people to help achieve group or organizational goals
Legitimate Power
The authority that a manager has by virtue of his or her position in an organization's hierarchy
Reward Power
the ability of a manager to give or withhold tangible and intangible rewards
Coercive Power
The ability of a manager to punish others
Expert Power
Power that is based in the special knowledge, skills, and expertise that a leader possesses.
Referent Power
Power that comes from subordinates' and co-workers' respect, admiration, and loyalty
Expanding employees' tasks and responsibilities.
How empowerment contributes to effective leadership
1. increases mgr ability to get things done (has support of subordinates) 2. increases workers' involvement, motivation and commitment 3. more time on pressuring concerns
Trait Model
Focused on identifying those personal characteristics that cause effective leadership (intelligence, dominance, high energy, self confidence)
behavior indicating that a manager trusts, respects, and cares about subordinates
initiating structure behavior
mgrs engage in to ensure that work gets done, subordinates perform their job scceptably, and the org is efficient and effective
Fiedler's Contingency Model
helps explain why a manager may be an effective leader in one situation and ineffective in another
relationship-oriented leaders
leaders whose primary concern is to develop good relationships with their subordinates and to be liked by them
task-oriented leaders
leaders whose primary concern is to ensure that subordinates perform at a high level
Leader-Member Relations
the extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading
Task Structure
extent to which the work to be performed is clear cut so that a leaders's subs know what needs to be accomplished and how to go about doing it
position power
the amt of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an org
path-goal theory
a contingency model of leadership. motivate subs by identifying desired outcomes, rewards, clarifying paths leading to attainment of work goals
leadership substitute
characteristics of subordinates or characteristics of a sit. or context that act in place of the influence of a leader and make leadership unnecessary
transformational leadership
makes subs aware of the importance of jobs and performance to org and aware of own needs for personal growth, motivates to work for good of org
charismatic leader
an enthusiastic, self-confident leader able to clearly communicate his or her vision of how good things could be
intellectual simulation
behavior a leader engages into make followers aware of problems and view these probs in new ways, consistent with the leader's vision
developmental consideration
behavior a leader engages in to support and encourage followers and help them develop and grow on job
transactional leadership
leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance