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27 Cards in this Set

  • Front
  • Back
Transactional (3)
punish/reward--> risky
iron clad law (no follower initiative)
Transformational (4)
-alotta work
-followers as individuals
Charismatic (3)
-similar to transformational
-used by both good & evil leaders
Servant (2)
-not really a leader
Fiedler's Contingency (2)
-look at situation & choose leader that works best in that situation
-using Least Preferred Co-worker scale (LPC)
Hersey & Blanchard's Situational Leadership (3)
-match leader to level of follower
-leader change/modify easily
-assumes ability to measure follower
Blake & Mouton Grid (2)
*-concern for people v. concern for production
-relational v. task orientation
LMX (3)
two-fold:: interactive *between leader & follower
-in-group & out-group
-relationship oriented
Path-Goal (1/3 1/1 1/3)
-assumes interactions between
:work setting
-helps leaders figure out how to motivate
-expexctancy value theory
:can employees do task?
:certain outcome?
:rewards for working good?
Super Leadership (3)
-encourages **others to lead themselves
-subordinate developement
-balance supervision & freedom
When Ethics & Leadership come together (1/2 1/3 2/2)
choices:which issue to pursue
:goals to set
actions:way to tackle issue, priority, goal
treatment:way to treat each other
:how they treat other people
influence:moral & ethical climate
:decisions & conduct of others
Definition (2)
ethical leadership:: process where one person influences another to move towards a goal/objective
-feel an ethical obligation to guide people towards just ends
Leader/Manager (3)
leader: more personal, values, & expectations
manager:focused on control and results
L&M:can provide complementary contributions & functions w/in an org.
LFS View:
(1/2 3/1)
LFS View: leadership as a process
: benefits on both sides
L: position, expertise
F: values, norms, cohesiveness
S: task, environment
Pitfalls of Lfs View (5)
-overemphasize L
-deemphasize F
-overwhelmed S
(+) if lose unnecessary pieces & gain whole
(-) if lose necessary pieces & form innaccurate whole
LFS is a:
method of reducing complexity
Garner's Tasks result in:
-Leadership effectiveness includes::
*relating effectively w/ others

::communicative ability
::interpersonal ability
Garnder's Nine Tasks:
2)Affirm Values
7)Workable Unity (cohesion)
About G9T:
-not about power,status,authority
-not easily discernable trait
-situation is a major factor
Current Leadership Trends (5)
-renewed interest in trait theory
-not as biased (towards race & sexuality)
-interest in ethics
-need various leadership styles
-new understanding of complexity
Generations (5)
1)G1 (01-31)
2)Mediating (32-44)
3)Boomer (45-63)
4)Diversity (64-81)
5)Millenial (82-??)
G1 (3)
-"Greatest Generation" (brokow)
-heroes of WWII, lived thru great depression
Mediating (5)
-"unobstrusive children of depression & war" (strauss & howe"
-corporate system, employee loyalty
-"organizational man"
-served in Korea
Boomer (5)
-most famous
-abundance & tv
-personal identity
-*solve problems* thru process & participation
Diversity (5)
-divorces, AIDS, violence growing up
-not do as well as parents
-clash with mediating & boomer
-"Generation X"
Millenial (8)
-"Generation Y"; "next great generation"
-internet, economy boom, scandals, media
-most different generation (smarter, behaved, civic minded)
-fertile ground for leaders
-greater good
-decline in crime, homicide, teen pregnancy, drugs
-more consevative than diversity & boomers
Lifespan Changes
every 6 years
Transitional->stability-> transitional... and so on