Mgmt 7Th Ed: Ch 14

Front 1

The process of influencing others to achieve group or organizational goals

Back 1

Leadership

Front 2

A leadership theory that holds that effective leaders possess a similar set or traits of characteristics

Back 2

Trait theory

Front 3

Relatively stable characteristics such as abilities, psychological motives, or consistent patterns of behavior

Back 3

Traits

Front 4

The degree to which a leader structures the role of followers by setting goals, giving directions, setting deadlines, and assigning tasks

Back 4

Initiating Structure

Front 5

The extent to which a leader is friendly, approachable, and supportive and shows concern for employees

Back 5

Consideration

Front 6

The way a leader generally behaves toward followers

Back 6

Leadership style

Front 7

A leadership theory that states that in order to maximize work group performance, leaders must be matched to the situation that best fits their leadership style

Back 7

(Fielder's) Contingency Theory

Front 8

The degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members

Back 8

Situational favorableness

Front 9

The degree to which followers respect, trust, and like their leaders

Back 9

Leader-member relations

Front 10

The degree to which the requirements of a subordinate's tasks are clearly specified

Back 10

Task structure

Front 11

The degree to which leaders are able to hire, fire, reward, and punish workers

Back 11

Position power

Front 12

A leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment

Back 12

path-goal theory

Front 13

A leadership style in which the leader lets employees know precisely what is expected of them, gives specific guidelines for performing tasks, schedules work, sets standards of performance, and makes sure that people follow standard rules and regulations

Back 13

Directive leadership

Front 14

A leadership style in which the leader is friendly and approachable to employees, shows concern for employees and their welfare, treats them as equals, and creates a friendly climate

Back 14

Supportive leadership

Front 15

A leadership style in which the leader consults employees for their suggestions and input before making decisions

Back 15

Participative Leadership

Front 16

A leadership style in which the leader sets challenging goals, has high expectations of employees, and displays confidence that employees will assume responsibility and put forth extraordinary effort

Back 16

Achievement-oriented leadership

Front 17

A theory that suggests how leaders can determine an appropriate amount of employee participation when making decisions

Back 17

Normative decision theory (Vroom-Yetton-Jago model)

Front 18

The ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization

Back 18

Strategic Leadership

Front 19

Leadership that creates a positive image or the future that motivates organizational members and provides direction for future planning and goal setting

Back 19

Leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting

Front 20

The behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers

Back 20

Charismatic Leadership

Front 21

Charismatic leaders who provide developmental opportunities for followers, are open to positive and negative feedback, recognize others' contributions, share information, and have moral standards that emphasize the larger interests of the group, organization, or society

Back 21

Ethical charismatics

Front 22

Charismatic leaders who control and manipulate followers, do what is best for themselves instead of their organizations, want to hear only positive feedback, share only information that is beneficial to themselves, and have moral standards that put their interests before everyone else's

Back 22

Unethical Charismatics

Front 23

Leadership that generates awareness and acceptance of a group's purpose and mission and gets employees to see beyond their own needs and self-interests for the good of the group

Back 23

Transformational Leadership

Front 24

Leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance

Back 24

Transactional leadership

Front 25

What traits to leaders have?

Back 25

-Drive

-Desire to lead

-Honesty/Integrity

-self-confidence

-Emotional Stability

-Cognitive ability

-knowledge of business

Front 26

What are two basic leader behaviors central to successful leadership?

Back 26

-job-center leadership (concern for production)

-employee-centered leadership (concern for people)

Front 27

Blake/Mouton leadership grid

Back 27

Concern for people (y) and concern for production (x) are the axes, goes up to 9 on both sides

Front 28

Blake/Mouton 9/9

Back 28

Team Management: work accomplished is from committed people. Interdependence through a common stake in organizational purpose leads to relationships of trust and respect

Front 29

Blake/Mouton 9,1

Back 29

Authority-compliance: efficiency in operations results from managing conditions of work in such a way that human elements interfere to a minimum degree

Front 30

Blake/Mouton 1,9

Back 30

Country Club Management: thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organizational atmosphere and work tempo

Front 31

Blake/Mouton 5,5

Back 31

Middle of the Road: adequate organization performance is possible through balancing the need to get work done with maintaining morale of people at satisfactory level

Front 32

Blake/Mouton 1,1

Back 32

Impoverished: exertion of minimum effort to get required work done is appropriate to sustain organization membership

Front 33

What is the Least Preferred Coworker scale?

Back 33

LPC, made by Fielder, answer questions about coworker who is most difficult to work with

Front 34

Relationship-oriented leadership style

Back 34

A person can describe their LPC in a positive way--they can be positive about their least preferred coworkers and are therefore people oriented. Best in moderately favorable situations.

Front 35

Task-oriented leadership style

Back 35

Describes LPC in a negative light--focus on first getting the job done and second making sure everyone gets along. Best in highly favorable or highly unfavorable situations

Front 36

flexible leadership style

Back 36

balance of relationship and task oriented

Front 37

What are three subordinate contingencies?

Back 37

-Perceived ability: how much ability I believe I have for a job

-locus of control: how much control I have over what happens in life

-experience

Front 38

What are three environmental contingencies?

Back 38

-task structure: degree to which tasks are specified

-formal authority system: set of procedures, rules, and policies

-primary work group: amount of work-oriented participation or emotional support provided by immediate work group