Mgt 300 Ch. 12 Leadership

Front 1

Leadership

Back 1

process of influencing others to achieve group or organizational goals

Front 2

Trait theory

Back 2

effective leaders possess a similar trait or characteristics

Front 3

Traits

Back 3

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

Front 4

Initiating structure

Back 4

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

Front 5

Consideration

Back 5

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

Front 6

leadership style

Back 6

way a leader generally behaves toward followers, depends on the situation

Front 7

contingency theory

Back 7

states that in order to maximize work group performance, leaders must be matched to the right leadership situation

Front 8

situational favorableness

Back 8

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

Front 9

leader-member relations

Back 9

refers to how well followers respect, trust, and like their leaders

Front 10

task structure

Back 10

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

Front 11

Position power

Back 11

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

Front 12

path-goal theory

Back 12

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

Front 13

directive leadership

Back 13

involves letting employees know precisely what is expected of them, giving them specific guidelines for performing tasks, scheduling work, setting standards of performance, and making sure that people follow standard rules and regulations

Front 14

supportive leadership

Back 14

involves being friendly to and approachable by employees, showing concern for them and their welfare, treating them as equals, and creating a friendly climate

Front 15

participative leadership

Back 15

involves consulting employees for thier suggestions and input before making decisions

Front 16

achievement-oriented leadership

Back 16

means setting challenging goals, having high expectations of employees, and displaying confidence that employees will assume responsibility and put forth extraordinary effort

Front 17

situational theory

Back 17

leadership theory that states that leaders need to adjust their leadership styles to match their followers' readiness

Front 18

worker readiness

Back 18

ability and willingness to take responsibility for directing one's behavior at work

Front 19

normative decision theory

Back 19

(Vroom-Yetton-Jogo model) suggest how leaders cn determine an appropriate amount of employee participation when making decisions

Front 20

Strategic leadership

Back 20

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

Front 21

Visionary leadership

Back 21

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

Front 22

charismatic leadership

Back 22

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

Front 23

Ethical charismatics

Back 23

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 interest of the group, organization, or society

Front 24

unethical charismatics

Back 24

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

Front 25

transformational leadership

Back 25

goes further by generating awareness and acceptance of a group's purpose purpose and mission and by getting employees to see beyond their own needs and self-interest for the good of the group

Front 26

transactional leadership

Back 26

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