Mgt 291 Ch. 14

Front 1

leadership

Back 1

a social influence process in which the leader seeks the voluntary participation of subordinates in an effort to reach organizational goals. (leader asks those below him to help reach goals)

Front 2

leader trait

Back 2

physical or personality characteristic that can be used to differentiate leaders from followers

Front 3

implicit leadership theory

Back 3

based on the idea that people have beliefs about how leaders should behave and what they should do for their followers.

Front 4

leadership prototype

Back 4

mental representations of the traits and behaviors possessed by leaders

Front 5

incompetent

Back 5

lack will or skill to sustain effective action

Front 6

rigid

Back 6

stiff and unyielding

Front 7

intemperate

Back 7

lacks self control

Front 8

callous

Back 8

uncaring and unkind

Front 9

corrupt

Back 9

lie, cheat, steal

Front 10

insular

Back 10

disregard health and welfare of "the other"

Front 11

evil

Back 11

commit attrocities

Front 12

men vs women

Back 12

women are more democratic, men are more autocratic and directive

Front 13

trait theory

Back 13

1. include personality and trait assessments into their selection and promotion processes. 2. management development programs can be used to build a pipeline of leadership talent

Front 14

ohio state studies

Back 14

consideration (creating mutual respect and trust with others) and initiating structure (organizing and defining what group members should be doing)

Front 15

situational theories

Back 15

propose that the effectiveness of a particular style of leader behavior depends on the situation

Front 16

fiedler's contingency model

Back 16

1. degree to which the situation gives the leader control and influence and 2. the leaders basic motivation

Front 17

situational control

Back 17

refers to the amount of control and influence the leader has in his immediate work environment

Front 18

3 dimensions of situational control

Back 18

leader-member relations (relationship with group), task structure (concerned with the amount of structure contained within tasks performed by the work group), and position power (the degree to which the leader has formal power to reward, punish, or otherwise obtain compliance from employees)

Front 19

Path-Goal theory

Back 19

describes how leadership effectiveness is influenced by the interaction between 4 leadership styles: directive, supportive, participative, achievement-oriented

Front 20

contingency factors

Back 20

situational variables that cause one style of leadership to be more effective than another

Front 21

transactional leadership

Back 21

focuses on the clarifying employee's roles and providing followers with positive and negative rewards contingent on performance

Front 22

transformational leaders

Back 22

engender trust, seek to develop leadership in others, exhibit self-sacrifice and serve as moral agents, focusing themselves and followers on objectives that transcend the more immediate needs of the work group

Front 23

inspirational motivation

Back 23

an attractive vision

Front 24

idealized influence

Back 24

sacrificing for the good of the group

Front 25

individualized consideration

Back 25

behaviors associated with providing support, encouragement, empowerment, and coaching to employees

Front 26

intellectual stimulation

Back 26

employees question status quo

Front 27

in group exchange

Back 27

partnership between leaders and subordinates

Front 28

out-group exchange

Back 28

overseers who fail to create a sense of trust, respect

Front 29

shared leadership

Back 29

entails a simultaneous, ongoing, mutual influence process in which individuals share responsibility for leading regardless of formal roles and titles

Front 30

servant leadership

Back 30

focuses on increasing services to others rather than oneself