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36 Cards in this Set
- Front
- Back
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Supervisory leadership |
Behavior that provides guidance, support, and corrective feedback for day-to-day activities |
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Strategic leadership |
Gives purpose and meaning to organizations by anticipating and envisioning a viable future for the organization and working with others to initiate changes that create such a future |
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Power |
Ability to influence other people Influnce means to get things done or accomplish ones goals despite resistance from others |
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5 types of power |
Legitimate, reward, coercive, referent, expert |
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Trait approach |
Leadership approach that attempts to determine the personal characteristics that great leaders share |
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Leader characteristics |
Drive, leadership motivation, integrity, self confidence, knowledge of the business |
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Behavioral approach |
A leadership perspective that attempts to identify what good leaders do, that is, what behaviors they exhibit |
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Task performance behaviors |
Actions taken to ensure that the work group or organization reaches its goals Improves leader job performance and group and organizational performance |
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Group maintenance behaviour |
Actions taken to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the social stability of the group |
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Leader-member exchange theory |
Highlights the importance of leader behaviors not just toward the group as a whole but toward individuals on a personal basis |
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Autocratic leadership |
A form of leadership in which the leader makes decisions on his or her own and then announces those decisions to the group |
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Democratic leadership |
Solicits input from others |
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Laissez-faire |
Leadership philosophy characterized by an absence of managerial decision making |
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Situational approach |
Leadership perspective proposing that universally i.portant traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation |
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Vroom model |
A situational model that focuses on the participative dimension of leadership; how leaders go about making decisions |
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Factors to analyze problems |
Decision significance Importance of commitment Leaders expertise Likelihood of commitment Group support for objectives Group expertise Team competence |
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Fiedlers contingency model of leadership effectiveness |
A situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and Influence over the situation |
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Task motivated leadership |
Places primary emphasis on completing a task and is more likely exhibited by leaders with low LPC scores |
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Relationship motived leadership |
Emphasizes maintaining good interpersonal relatio ships and is more likely from high LPC leaders |
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Least preffered coworkers LPC |
The attitude toward the follower the leader liked the least |
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Hersey and Blanchards situational theory |
A life cycle theory of leadership postulating that a manager should consider an emp l overs psychological and job maturity before deciding whether task performance or maintenance behaviors are more important |
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Job maturity |
The level of the employees skills and technical knowledge relative to the task being performed |
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Psychological maturity |
The employees self confidence and self respect |
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Path goal theory |
A theory that concerns how leaders influence subordinates perceptions of their work goals and the paths they follow toward attainment of those goals |
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Path goal four theories |
Directive leadership Supportive leadership Participative leadership Achievement oriented leadership |
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Substitutes for leadership |
Factors in the workplace that can exert the same influence on employees as leaders would provide |
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Charismatic leader |
A person wh ok is dominant, self confident, convinced of the moral righteousness of his or her beliefs, and able to arouse a sense of excitement and adventure in followers |
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Transformational leaders |
Leaders who motivate people to transcend their personal interests for the good of the group |
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Transactional leaderd |
Manage through transactions, using legitimate, reward, or coercive powers to give commands and exchange rewards for services rendered |
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Authentic leadership |
A style in which the leader is true to themselves while leading |
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Pseudotransformational leader |
Leaders who can talk about positive change but allow their self-interest to talk precedence over followers needs |
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Level 5 leadership |
Combination of strong professional will and humility that builds enduring greatness |
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Servant leader |
Leader who serves others needs while strengthening the organization |
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Bridge leaders |
Leaders who bridge conflicting value systems or different cultures |
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Shared leadership |
Rotating leadership; in which people rotate through the leadership role based on which person has the most relevant skills at a particular time |
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Lateral leadership |
Style in which colleagues at the same hierarchical level are invited to collaborate and facilitate joint problem solving |
