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33 Cards in this Set

  • Front
  • Back
process of working with and through individuals and groups to accomplish organizational goals
process of influencing the activities of an individual or a group in efforts to achieve a goal in a given situation
scientific management approach
approach that pays people by the number of units produced or sold (commission basis)
human relations management approach
-approach that focuses on employee's behavior in the work environment
-has goals to increase job satisfaction, which would result in better performance
process approach
approach where managers use a set of ongoing, interactive activities to accomplish goals and objectives
trait approach
approach based on a set of universal characteristics such as personality, abilities, physical attributes, general knowledge, fairness, and intelligence
behavioral approach
approach where leaders need to be considerate and have the ability to initiate structure
situational (contingency) approach
-approach where there is not a single best style of leadership for every situation and style changes to meet the needs of the followers
-effectiveness of a leader depends on their personal style and influence over subordinates
path-goal model
model that 1. estimates probability that the behaviors will result in a desirable outcome and 2. personal satisfaction will come from actually doing work
situational leadership model
model that can alter to lead in different situations
top level
smallest group of managers; executive or senior level managers; have most power, authority, and control; responsible for total organization
middle level
administrative-level managers; usually selected by top level managers; accountable to top-level managers; manage a department or unit; ensure that assigned tasks are done efficiently
supervisory level
first-line managers/supervisors; report to middle-level managers; responsible for a single area in a work unit and for operatives and technical specialists; have the least amount of authority
conceptual managerial leadership skills
skills that include having the abilities to see the organization as a whole and to see the relationships among the parts
interpersonal managerial leadership skills
skills that involve interacting with others and coordinating individual and group efforts
technical managerial leadership skills
skills that are specialized in knowledge, tools, techniques, and resources necessary for achieving organization's goals; involves the ability to perform certain technical skills and to teach subordinates how to perform skills
interpersonal managerial roles
made up of three specific roles: figurehead, leader, and liason
interpersonal role that represents the organization at public functions
interpersonal role that recruits, selects, trains, motivates, evaluates, and directs subordinates toward accomplishing organization's goals
interpersonal roles that develop and cultivate relationships with individuals and groups outside the work unit or organization
informational managerial roles
includes monitors, disseminators, and a spokesperson
informational role that is at the center of their work areas
informational role that selectively passes on information to persons or groups in the organization and only what's relevant
informational role that transmits information to persons/groups outside the organization
decisional roles
made up of the entrepreneur, disturbance handler, resource allocator, and negotiator
searches for new ways to effect change and improve an organization
disturbance handlers
responds to unexpected situations that might disrupt the organization's normal operation
resource allocators
allocate resources (such as people, money, supplies, time, etc) to employees, groups, work units, or entire organization
confer with persons inside/outside the work unit or organization to obtain concessions or to agree on pivotal issues
transactional style
style of leadership that includes a contingent reward; involves management by exception (more negative) and and passive management by exception
nontransactional style
style of leadership where individuals are passive and avoid all forms of leadership; they neither monitor nor correct followers
transformational style
-style of leadership where leaders practice the four I's (idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration)
-they're trustworthy, encouraging, risk taking, and considerate
-they raise their followers' consciousness about the importance of reaching outcomes
idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration
four I's in transformational leadership