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19 Cards in this Set

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Service to others rather than ohers serving the leader.
Servant Leadership
Greenleaf, 1997
Leadership if a function of the style of behavior a person brings to a situation.
The Style Approach
Blake & Mouton, 1978
Shows how the success of certain leadership styles are contigent on the circumstances in which they are used.
Contigency Theory
Fiedler, 1967
Individuals have diffrent sets of goals and can be motivaed if they have certain expectations.
Expectancy Theory
Vroom, 1964
Leadership is the relationship between leaders and followers. Leaders ability to lead is a function of the support he or she has from the members.
Leader Member Exchange Theory
Dansereau, Green, & Haga, 1975
People with certain physical, mental, personality, and emotional traits are more likely if not destined to be leaders
Trait Theory
Stodgill, 1974
Kirkpatrick & Locke, 1991
People with certain physical, mental, personality and emotional traits are more likely if not destined to be leaders
The Trait Theory
Stodgill, 1974
Kirkpatrick & Locke, 1991
Major goal of leadership is to stimulate performance & satifaction amoung those being led 1). secure buy-in 2). identify obstacle 3). training 4). organize & direct actions of subordinates 5). Monitor subordinates activity 6). achieve goals 7). acknowledge & reward subordinates 8). set new goals and repeat the process.
Path-Goal Theory
House & Mitchell, 1974
Leader must read situation and determine what combination for supporting and directive behavior is appropriate. Leader must be adaptative.
Situational Leadership Approach
Hersey & Blanchard, 1977
1). help group determine goals 2). create enabling processes 3). keep group supplied with the right resources 4). set standard 5). forcast env. changes 6). help maintain and depend the group by organizing and insuring its propoer internal function.
Team Leadership
Yukl, 1989
Leadership is a process that changes and transforms individuals and groups. The goal of the leader is to promote change and improvement for the betterment of the whole.
Transformational Leadership
Tichy & DeVanna, 1990
Burns, 1978
Leader understands their own psychological make up and is able to incorparate these dimensions into their own leadership style
Psychodynamic Approach
Freud, 1909
Zeleznick, 1977
1). Be proactive 2). Begin with the end in mind 3). Put 1st things first 4). Think win-win 5). seek 1st to understand then to be understood 6). synergize 7). sharpen the saw 8). Find your voice and inspire others to find theirs
Habits of Highly Effective People
Covey, 1989
1). coercive power- force someone to do soemthing against their will. 2). Reward Power- the ability to give others what they want. 3). legitimate power-kings, policemen, managers 4). Referent Power-another person liking you or want to be like you. 5). Expert Power-Having knowledge or skills someone else requires
Bases of Social Power
French and Raven 1960
1) Humans dislike work they try to aviod it average employees want to be directed 2) People view work as natural as play. People are self directed when motivated.
Theory X and Theory Y
McGregor, 1960
1). System Thinking 2). Personal Mastery 3). Mental Models 4). Build Shared Vision 5). Team Learning
Learning Organization Five Disciplines
Senge, 1990
Concern for workers, working situations can have an impact on productivity.
Hawthorne Effect
Mayo, 1932
1). Education & Communication 2). Participation & Involvement 3). Facilitation& Support 4). Negotiation & Aggreement 5). Manipulation 6). Explict & Implicit Coercion
Approaches to Dealing with Change
(Kottler & Schlesinger, 1979)
motivation is needed to ensure that employees do not become dissastisfied with their jobs they include: salary, status, safety, company polcies, adminstation, & Interpersonal realtions. Other factors that are needed inorder to motivate an employee into higher preformance are: achievement, recognition, responsbility for task, interesting job, advancement to higher levels, growth
Hygiene Factors
Hertzberg (1968)