Fundamentals Of Management Ch. 12

Front 1

Leader

Back 1

someone who can influence others

Front 2

Leadership

Back 2

is what leaders do. It's a process of leading a group and influencing that group to achieve its goals.

Front 3

Trait theories of leadership

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Theories that isolate characteristics (traits) that differentiate leaders from nonleaders

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behavioral theories of leadership

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Theories that isolate behaviors that differentiate effective leaders from ineffective leaders

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Autocratic Style

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is a leader who tends to centralize authority, dictate work methods, make unilateral decisions, and limit employee participation

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democratic style

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involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback as an opportunity to coach employees

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2 types of Democratic Style Leadership

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Consultative and Participative

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Democratic-Consultative Leader

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seeks input and hears the concerns and issues of employees but makes the final decision by themselves

Front 9

Democratic-Participative Leader

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allows employees to have a say in what is decided

Front 10

Laissez-Faire

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gives their employees complete freedom to make decisions and to complete their work in whatever way they see fit.

Front 11

Initiating Structure

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

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Consideration

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the extent to which a leader has job relationships characterized by mutual trust and respect for employee's ideas and feelings.

Front 13

Employee Oriented

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A Leader who emphasizes the people aspects

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Production Oriented

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a leader who emphasizes the technical or task aspects

Front 15

Managerial Grid

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A two-dimensional grid for appraising leadership styles

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Fielder Contingency Model

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Leadership theory proposing that effective group performance depends on the proper match between a leader's style and the degree to which the situation allowed the leader to control and influence

Front 17

Least-Preferred Coworker (LPC) questionnaire

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A questionnaire that measures whether a leader was task or relationship oriented

Front 18

3 Contingency Factors in LPC

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1.) Leader-Member Relations
2.) Task Structure
3.) Position Power

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Leader-member relations

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the degree of confidence, trust, and respect, employees had for their leader; rated as either good or poor

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Task Structure

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the degree to which job assignments were formalized and structured; rated as either high or low

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Position Power

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the degree of influence a leader had over activities such as hiring, firing, discipline, promotions, and salary increases; rated as either strong or weak

Front 22

Situational Leadership Theory (SLT)

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Paul Hersey & Ken Blanchard
focuses on followers' readiness

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readiness

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the extent to which people have the ability and willingness to accomplish a specific task

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4 parts of SLT

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1.) Telling
2.) Selling
3.) Participating
4.) Delegating

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Leader-Participation Model

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based on sequential set of rules for determining how much participation a leader uses in decision making according to different types of situations

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Path-Goal Theory

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the leaders job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the organization's or group's goals

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Robert House

Back 27

Developed Path-Goal Theory

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4 Parts of Path-Goal Theory

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1.) Directive Leader
2.) Supportive Leader
3.) Participative Leader
4.) Achievement-Oriented Leader

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Directive Leader

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Lets subordinates know what's expected of them, schedules work to be done, and gives specific guidance on how to accomplish tasks

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Supportive Leader

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Shows concern for the needs of followers and is friendly

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Participative Leader

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Consults with group members and uses their suggestions before making a decision

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Achievement-Oriented Leader

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Sets challenging goals and expects followers to perform at their highest level

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Leader-Member Exchange

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leaders create in-groups and out-groups and those in the in-group will have higher performance ratings, less turnover, and greater job satisfaction

Front 34

transactional leaders

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leads using social exchanges (or transactions)

Front 35

transformational leaders

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leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes

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Charismatic Leader

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Enthusiastic, self-confident leaders whose personalities and actions influence people to behave a certain way

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Visionary Leadership

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ability to create and articulate a realistic credible, and attractive vision of the future that improves on the present situation

Front 38

Empowerment

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The act of increasing the decision-making discretion of workers

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Credibility

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degree to which followers perceive someone as honest, competent, and able to inspire

Front 40

Trust

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belief in integrity, character, and ability of a leader

Front 41

5 Dimensions of Trust:

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1.) Integrity
2.) Competence
3.) Consistency
4.) Loyalty
5.) Openness