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32 Cards in this Set

  • Front
  • Back
• Leadership-
the process by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help achieve organizational goals
• Leader-
an individual who is able to exert influence over other people to help achieve group or organizational goals
• Personal leadership style-
the specific ways in which a manager chooses to influence other people–shapes the way that manager approaches planning, organizing and controlling
• Servant leader-
a leader who has a strong desire to serve and work for the benefit of others
• Power-
the key to leadership- the ability to affect other people’s behavior and get them to act in certain ways
• Legitimate power-
the authority a manager has by virtue of his or her position in an organization’s hierarchy
• Reward power-
the ability of a manager to give or withhold tangible and intangible rewards
• Coercive power-
the ability of a manager to punish others
• Expert power-
power that is based on the special knowledge, skills and expertise that a leader possesses
• Referent power-
power that comes from subordinates’ and coworkers’ respect, admiration and loyalty
• Empowerment-
the expansion of employees’ knowledge, tasks and decision-making responsibilities
• Consideration-
behavior indicating that a manager trusts, respects and cares about subordination
• Initiating structure-
behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably and the organization is efficient and effective
• Contingency models (of leadership)-
take into account the situation or context within which leadership occurs. Whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he/she does and the situation in which leadership takes place
• Relationship-oriented leaders-
leaders whose primary concern is to develop good relationships with their subordinates and to be like by them
• Task-oriented leaders-
leaders whose primary concern is to ensure that subordinates perform at a high level
• Leader-member relations-
the extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading
• Task structure-
the extent to which the work to be performed is clear-cut so that a leader’s subordinates know what needs to be accomplished and how to go about doing it; a determinant of how favorable a situation is for leading
• Position power-
the amount of legitimate reward, and coercive power that a leader has by virtue of his or her position in an organization; a determinant of how favorable a situation is for leading
• House’s Path-goal theory-
a contingency model of leadership proposing that leaders can motivate subordinates by 1.identifying their desired outcomes, 2. rewarding them for high-performance and the attainment of work goals with these desired outcomes and 3. clarifying for them the paths leading to the attainment of work goals
• Directive behaviors-
similar to initiating structure and include setting goals, assigning tasks, showing subordinates how to complete tasks and taking concrete steps to improve performance
• Supportive behaviors-
similar to consideration and include expressing concern for subordinates and looking out for their best interests
• Participative behaviors-
give subordinates a say in matters and decisions that affect them
• Achievement-oriented behaviors-
motivate subordinates to perform at the highest level possible by, for example, setting very challenging goals, expecting that they be met, and believing in subordinates’ capabilities
• Leadership Substitute-
a characteristic of an subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary
o Characteristics of subordinates-
such as their skills, abilities, experience, knowledge and motivation
o Characteristics of the situation or context-
the extent to which the work is interesting and enjoyable
Transformational leadership-
leadership that makes subordinates aware of the importance of their jobs and performance to the organization and aware of their own needs for personal growth and that motivates subordinates to work for the good of the organization
• Charismatic leader-
an enthusiastic, self-confident leader who is able to clearly communicate his or her vision of how good things could be
• Intellectual stimulation-
behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader’s vision
• Developmental consideration
behavior a leader engages in to support and encourage followers and help them develop and grow on the job
• Transactional leadership-
leadership that motivates subordinates by rewarding them for high performance and reprimanding them for low performance