Exam 3 Chapter 12

Front 1

Nonsanctioned Leadership

Back 1

Ability to influence that arises outside the formal structure of the organization

Front 2

Trait Theories of Leadership

Back 2

Focus on personal qualities and characteristics

Front 3

Core component of Emotional Intelligence

Back 3

Empathy

Front 4

Traits do a better job predicting

Back 4

Emergence of leaders and appearance of leadership than distinguishing effective/ineffective leaders

Front 5

Initiating Structure

Back 5

extent to which a leader is likely to define and structure his or her role and those of employees in the search for goal attainment.

Front 6

Consideration

Back 6

extent to which a person’s job relationships are characterized by mutual trust, respect for employees’ ideas, and regard for their feelings.

Front 7

Employee Oriented Leader

Back 7

emphasized interpersonal relationships by taking a personal interest in the needs of employees and accepting individual differences among them.

Front 8

Production Oriented Leader

Back 8

emphasized the technical or task aspects of the job, focusing on accomplishing the group’s tasks.

Front 9

Key Factor in Leadership Success:

Back 9

Individual's basic leadership style

Front 10

Least Preferred Coworker (LPC)

Back 10

Measures whether a person is task or relationship oriented

Front 11

Leader-Member Relations

Back 11

degree of confidence, trust, and respect members have in their leader

Front 12

Task-Structure Relations

Back 12

The degree to which the job assignments are procedural

Front 13

Position Power

Back 13

degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases

Front 14

Fielder Model Proposes:

Back 14

Matching leaders and situations to achieve maximum leadership effectiveness

Front 15

Contingency Theory- Situational Leadership

Back 15

Focuses on followers- Successful leadership is achieved by selecting right leadership style, is contingent on level of followers readiness

Front 16

Contingency Theory- Path Goal Theory

Back 16

Two parts: Supportive Leadership
Directive Leadership

Front 17

Supportive Leadership

Back 17

Results in high performance and satisfaction when employees are performing structured tasks

Front 18

Directive Leadership

Back 18

Likely to be perceived as redundant among employees with high ability or considerable experience

Front 19

Leader-Participation Model

Back 19

The way the leader makes decisions is as important as what he does

Front 20

Leader Membership Exchange Theory (LMX)

Back 20

Argues because of time pressures, leaders establish a special relationship with a small group of their followers

Front 21

Charismatic Leader

Back 21

Have vision, willing to take personal risk, sensitive to followers needs

Front 22

Charismatic Behavior

Back 22

Maintain optimistic view, create bond that inspires others to follow, tap into emotions

Front 23

Transformational Leaders

Back 23

More effective because they are more creative and encourage those who follow to be creative, too

Front 24

Transformational leaders foster:

Back 24

Moral virtue when they try to change attitudes/behaviors of followers

Front 25

Trust

Back 25

Psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out

Front 26

Characteristics of Trustworthiness

Back 26

Integrity, benevolence, ability

Front 27

Attribution Theory

Back 27

Leadership is merely an attribution people make about other individuals