Reading...
Play button
Play button
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;
23 Cards in this Set
- Front
- Back
|
Attempts to determine the distinctive styles used by effective leaders.
|
behavioral leadership approaches
|
|
|
Form of personal attraction that inspires acceptance and support.
|
charisma
|
|
|
One of five sources of a leader's power that results from the authority to punish subordinates.
|
coercive power
|
|
|
Belief that effective leadership depends on the situation at hand
|
contingency approach
|
|
|
Fred Fiedler's theory that determines if a leader's style is (1) task oriented or (2) relationship oriented and if that style is effective for the situation at hand.
|
contingency leadership model
|
|
|
Leadership that involves one-to-one, one-to-many, and within and between-group and collective interactions via information technology.
|
e-leadership
|
|
|
One of five sources of a leader's power, resulting from specialized information or expertise.
|
expert power
|
|
|
Proposed by Bass and Avolio; suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibility (laissez-faire) "leadership" at one extreme, through transactional leadership, to transformational leadership at the other extreme.
|
full-range leadership
|
|
|
Proposed by Graen and Dansereau that emphasizes that leaders have different sorts of relationships with different subordinates
|
leader-member exchange (LMX) model of leadership
|
|
|
The ability to influence employees to voluntarily pursue organizational goals.
|
leadership
|
|
|
One of five sources of a leader's power that results from formal positions with the organization.
|
legitimate power
|
|
|
Proposed by Robert House, which holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying paths, or behavior, that will help them achieve those goals and providing them with support.
|
path-goal leadership model
|
|
|
Power directed at helping oneself.
|
personalized power
|
|
|
The extent to which a follower possesses the ability and willingness to complete a task.
|
readiness
|
|
|
One of five sources of a leader's power deriving from personal attraction.
|
referent power
|
|
|
One of five sources of a leader's power that results from the authority to reward subordinates
|
reward power
|
|
|
Leaders who focus on providing increased service to others-- meeting the goals of both followers and the organization-- rather than on themselves.
|
servant leaders
|
|
|
Simultaneous, ongoing, mutual influence process in which people share responsibility for leading.
|
shared leadership
|
|
|
Proposed by Hersey and Blanchard which proposes leadership behavior reflects how leaders should adjust their leadership style according to the readiness of the followers.
|
situational leadership theory
|
|
|
Power directed at helping others.
|
socialized power
|
|
|
Proposed by Ralph Stogdill which attempts to identify distinctive characteristics that account for the effectiveness of leaders.
|
trait approaches to leadership
|
|
|
Leadership style that focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.
|
transactional leadership
|
|
|
Leadership style that transforms employees to pursue organizational goals over self-interests.
|
transformational leadership
|
