Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
17 Cards in this Set
- Front
- Back
|
definition of leadership |
the process of influencing others to achieve group or organizational goals |
|
|
leader vs. manager |
managers: -do things right -status quo -short term means -builders -problem solving leaders: -do the right thing -change -long term ends -architects -inspiring and motivating |
|
|
sources of power and followers' 3 responses |
position power: -reward power -coercive power -legitimate power -information power personal power: -information power -expert power -referent power reactions 1. commitment 2. compliance 3. resistance |
|
|
trait theory - what is it |
-trait theory: an early leadership theory based on people's traits or characteristics (physical and psychological) -(aka "great man theory") -not as reliable as many originally thought |
|
|
Ohio state model - consideration VS. initiating structure |
on note card |
|
|
Blake and Mouton' s Managerial Grid (production VS. people) |
on note card |
|
|
Tannenbaum and Schmidt |
on note card |
|
|
Hershey and Blanchard's Situational Leadership Theory |
Worker Readiness/Maturity -the ability and willingness to take responsibility for directing one's own behavior at work -components of worker readiness *job readiness (ability) *psychological readiness (willingness) |
|
|
Worker Readiness/Maturity |
R4: confident, willing, able R3: insecure, not willing, able R2: confident, willing, not able R1: insecure, not able, not willing |
|
|
Leadership Styles |
Telling (R1): high task behavior, low relationship behavior Selling (R2): high task behavior, high relationship behavior Participating (R3): low task behavior, high relationship behavior Delegating (R4): low task behavior, low relationship behavior |
|
|
Fiedler's Contingency Model |
-Interrelationships Among *leadership style *favorableness of situation or leadership style *the work group Contingency Theory: Group Performance = Situational Favorableness + Leadership Style |
|
|
Fiedler's Continued |
-leadership style is the way a leader generally behaves toward followers
*seen as stable and difficult to change -style is measured by the least preferred co worker scale (LPC) (just a rating system for workers) *relationship oriented (high LPC score) *task oriented (low LPC score) |
|
|
Situational Favorableness |
-degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members -3 Factors 1. leader-member relations 2. task structure 3. position power |
|
|
Fielder's Contingency Model Implications |
Leadership style and situation must match so.. A. you could force the situation to fit the managers (leader), or... B. you could change the situation to fit the manager, or, conversely, C. you could find a new leader to fit the situation, (match the leader to the situation) |
|
|
Normative Theory (Vroom-Yetton-Jago model) |
Decision Styles and Decision Quality and Acceptance -decision styles: highly autocratic (highly authoritative from management) or highly democratic (involve group to make a group decision) -decision quality and acceptance: *using the right amount of employee participation (improves decision quality and acceptance) *decision tree helps leader identify optimal level of participation (decision tree on powerpoint slide) |
|
|
Substitutes For Leadership |
-leadership substitutes: subordinates, task, or organizational characteristics that make leaders redundant or unnecessary -leadership neutralizers: subordinate, task, or organizational characteristics that interfere with a leaders actions (look over power point diagram) |
|
|
Political Behavior (office politics) |
-why engage in office politics *high nPow (need for power) *high internal focus of control *high Machiavellian personality |
