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61 Cards in this Set
- Front
- Back
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Leader behavior in the path-goal leadership theory in which the leader sets expectations and task goals at a high level.
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Achievement Behaviors
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Leadership theory that attributes performance differences among employees to the behaviors and style of leaders.
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Behavioral Theory of Leadership
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The view that charismatic leaders, such as former presidents Bill Clinton and Ronald Reagan, are able to influence people because of their energy, self-confidence, and dominating personalities.
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Charismatic Leadership
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1) Person-oriented behavior in which the leader exhibits friendship, trust, respect, and warmth toward subordinates. 2) The third element of a contract; it consists of some form of compensation. Without consideration, no contract exists.
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Consideration
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Leadership theory that attributes performance differences among employees to the leader's behavior and style in combination with situational factors
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Contingency Theory of Leadership
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Leader behavior in the path-goal leadership theory in which the leader makes task expectations clear by setting goals, structuring work flow, and providing feedback through regular performance appraisals.
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Directive Behaviors
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The ability to motivate people; used by entrepreneurs as a primary tool to move their venture toward its goals.
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Influence
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Task-oriented behavior in which the leader organizes and defines the relationships in the workgroup, establishes patterns and channels of communications, and directs the work methods.
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Initating Structure
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The ability to influence through communication the activities of others, individually or as a group, toward the accomplishment of worthwhile, meaningful, and challenging goals.
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Leadership
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Dimension of Fiedler's leadership theory that refers to the degree of confidence the subordinates have in the leader, the loyalty shown to the leader, and the leader's attractiveness
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Leader-member Relations
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Leadership behavior model in which leaders are considered most effective when they achieve a high and balanced concern for both people and task.
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Managerial Grid Theory
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Leader behavior in the path-goal leadership theory in which the leader actively seeks ideas and information from workers.
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Particpative Behavior
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Leadership perspective that holds that the way leaders get things done through others has implications for the long-term health and prosperity of a venture.
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Person-Oriented Leadership
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Dimension of Fiedler's leadership theory that refers to the power inherent in the leadership position. It includes the rewards and punishments typically associated with the position, the leader's official authority (based on ranking in the managerial hierarchy), and the support that the leader receives from superiors and the overall organization.
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Position Power
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Leader behavior in the path-goal leadership theory in which the leader demonstrates concern for the worker and, when problems occur, is ready to offer advice.
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Supportive Behavior
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Leadership behavior that attempts to ensure that employee activities are aligned with the business plan.
__________ techniques emphasize the need for leaders to plan each worker's job tasks and job outcomes |
Task-Oriented Leadership
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Dimension of Fiedler's leadership theory that refers to the degree to which the subordinates' jobs are routine rather than nonroutine.
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Task Structure
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Leadership theory that attributes performance differences among employees to the individual characteristics (traits) of leaders
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Trait Theory of Leadership
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Assertiveness is the primary tool used by leaders to accomplish goals. (T or F)
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False
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It is important that the entrepreneur be a good manager of day-to-day operations. (T or F)
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False
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According to the contingency theory of leadership, performance is attributed to traits and behavior as well as situational factors.
(T or F) |
True
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The person-oriented leader builds teamwork through supportive, considerate, and nonpunitive behavior. (T or F)
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True
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The key concepts to the two-dimensional theory of leadership are initiating structure and consideration.
(T or F) |
True
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The managerial grid theory shows that managers are most effective when they are focused on tasks. (T or F)
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False
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A recurring theme in the contingency theory of leadership is participation by others in decision making.
(T or F) |
True
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Charismatic leaders are often dictatorial in their style of management. (T or F)
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False
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Charismatic leadership can be learned (T or F)
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True
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The terms leadership and management are interchangeable. (T or F)
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False
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The ability to influence others, through communication, to accomplish a meaningful goal is the definition of
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Leadership
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Which of the following is the primary tool used by entrepreneurs to move a venture toward its goals?
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Influence
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Managers are primarily concerned with ________, whereas leaders are most concerned with _______
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Process; Substance
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Which of the following is not an approach to leadership?
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Influential Theory
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_________ assumes that work is natural, that people will accept and learn responsibility, and that people have potential.
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Theory Y
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Seven influence strategies have been proposed as vital for entrepreneurial leadership roles...
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- Bargaining–Negotiating through the use of benefits or favors
- Assertiveness–Using a direct and forceful approach - Reason–Using facts and data to develop a logically sound argument - Friendliness–Using supportiveness, praise, and the creation of goodwill - Sanctions–Using rewards and punishment - Coalition–Mobilizing others in the organization - Higher Authority–Gaining the support of higher levels in the hierarchy to add weight to the request |
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In their role as managers, entrepreneurs must focus on _______ venture performance
Managers are primarily concerned with process |
Day-to-day
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In their role as leaders, entrepreneurs must focus on the ___________ of the venture
Leaders are primarily concerned with substance |
Long-term goals
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The three main approaches at the center of the debate surrounding the foundations of leadership are...
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- The trait theory of leadership: Attributes performance differences among employees to the individual characteristics (traits) of leaders.
The behavioral theory of leadership: Attributes performance differences to the behaviors and style of leaders. The contingency theory of leadership: Attributes performance differences to the leader's behavior and style in combination with situational factors |
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Mila Green is founder of _________. A company that does document tranlslation in all (160) languages.
- Interpretation Project Manangment - Translation Project Management They translate medical documents for AIG, HP, Fruit of the Loom, Administaff She re-wrote her mission statement to give help for translation services. She is able to provide service that is valuable. |
Master Word Services, Inc.
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Although the trait theory has its problems, it can't be denied that leaders often exhibit traits that followers admire.
The studies have produced a lengthy list of possible traits that are essential to leadership, but they can be grouped into six categories: |
- Physical traits–age, height, weight
- Background characteristics–education, social class or status, mobility, experience - Intelligence–ability, judgment, knowledge - Personality–aggressiveness, alertness, dominance, decisiveness, enthusiasm, extroversion, independence, self-confidence, authoritarianism - Task-related characteristics–achievement need, responsibility, initiative, persistence - Social characteristics–supervisory ability, cooperativeness, popularity, prestige, tact, diplomacy |
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The terms used to refer to _________ leadership behaviors include directive, production-oriented, autocratic, and initiating structure
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Task-oriented
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Which Theory is this?
- People have an inherent dislike for work and will avoid it whenever possible. - People must be coerced, controlled, directed, or threatened with punishment in order to get them to achieve the organizational objectives. - People prefer to be directed, do not want responsibility, and have little or no ambition. - People seek security above all else |
Theory X Assumptions
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Which Theory is this?
- Work is as natural as play and rest. - People will exercise self-direction if they are committed to the objectives (they are not lazy). - Commitment to objectives is a function of the rewards associated with their achievement. - People learn to accept and seek responsibility. - Creativity, ingenuity, and imagination are widely distributed among the population. People are capable of using these abilities to solve an organizational problem. - People have potential. |
Theory Y Assumptions
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- Express appreciation for jobs well done.
- Stress importance of high morale. - Treat all employees as equals. - Are friendly and approachable |
Leaders Emphasizing Consideration
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Insist on rigid work methods.
Insist on being informed. Push subordinates for increased effort. Decide in detail on what to do and how to do it. |
Leaders Emphasizing Initiating Structure
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The _______ is primarily concerned about production and only minimally concerned about people. This leader, categorized under the term task management, believes that the primary leadership responsibility is to see that the work is completed
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The 9, 1 leader
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The ________ is primarily concerned about people and only incidentally concerned about production. This leader, who practices country club management, believes that a supervisor's major responsibility is to establish harmonious relationships among subordinates and to provide a secure and pleasant work atmosphere.
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The 1, 9 leader
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The ________ under the classification of impoverished management, is concerned neither about production nor people. This leader would attempt to stay out of the way and not become involved in the conflict between the necessity for production and the attainment of good working relationships.
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The 1, 1 leader
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The _________ reflects a middle-ground position and thus practices middle-of-the-road management. This leader would seek to compromise between high production and employee satisfaction.
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The 5, 5 leader
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The _________ behavior is the most effective–it is the one best way. This style, termed team management, is practiced by leaders who achieve high production through the effective use of participation and involvement of people and their ideas
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The 9, 9 leader's
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A recurring theme in contingency leadership theory and practice is the concept of ________ by subordinates in organizational decision making.
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participation
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Makes productive contributions through talent, knowledge, skills, and good working habits
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Level 1 Highly capable individual
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Contributes to the acheievement of group objectives; works effectively with others i a group setting
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Level 2 Contributing team member
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Organizes people and resources toward the effective and efficient pursuit of predetermined objectives
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Level 3 Competent Manager
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Catalyzes committemnt to and vigorous pursuit of a clear and compelling vision; stimulates the group to high performance standards
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Level 4 Effective Leader
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Builds enduring greatness through a paradoxical combination of personal humility plus professional will
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Level 5 Executive
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This dimension refers to the degree of confidence the subordinates have in the leader. It also includes the loyalty shown to the leader and the leader's attractiveness
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Leader-member relations
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This dimension refers to the degree to which the subordinates' jobs are routine rather than nonroutine.
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Task structure
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This dimension refers to the power inherent in the leadership position. It includes the rewards and punishments typically associated with the position, the leader's official authority (based on ranking in the managerial hierarchy), and the support that the leader receives from superiors and the overall organization.
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Position Power
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_________ prescribes which leader behaviors are likely to be effective under different situational constraints. Leaders are expected to change their behavior as the situation warrants. This theory views leadership as the vital link between the organization and the individual worker. Leaders need to motivate workers to understand how their work efforts are tied to valued salary increases, promotions, praise, recognition, and respect
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Path-Goal Theory
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Through interviews with ninety reputedly charismatic leaders, researchers identified a set of behavior strategies used by these individuals...
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- Focusing attention on specific issues of concern, concentrating on analysis, problem solving, and action
- Communicating with empathy and sensitivity - Demonstrating consistency and trustworthiness by one's behavior, being honest, sticking with a decision, and following through on decisions - Expressing active concern for people including one's self, thus modeling self-regard, and reinforcing feelings of self-worth in others |
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Other researchers have developed a matrix of five characteristics of charismatic leaders
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- Strategic vision and articulation
- Sensitivity to the environment - Unconventional behavior - Personal risk - Sensitivity to other's needs |
