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25 Cards in this Set
- Front
- Back
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Leadership
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The ability to achieve desired results through others and, at the same time, to win their confidence, cooperation, and loyalty.
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Leader
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A person who leads a group |
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Fiedler's Situational Leadership Theory |
Sometimes called the contingency theory to emphasize that it shows the desired leadership style is contingent on the three variables: leader-member relations, task structure, and position power.
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Task Structure |
Refers to the degree of definition and structure in the tasks of the followers.
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Position Power |
Deals with the formal authority and legitimate power of the leader's position. |
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Task-Oriented Leaders |
Focus on the work and pay close attention to results, backlogs, and workflow problems.
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Relationship-Oriented Leaders |
Concentrate on people and their feelings. |
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Managerial Grid Theory of Leadership |
Graph of leadership styles on a two-dimensional grid. Developed by Robert S. Blake and Jane S. Mouton. |
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Concern for Production |
Similar to task-oriented leadership - the five leadership styles on the managerial grid are based on concern for production or concern for people. |
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Concern for People |
Similar to relationship-oriented leadership - - the five leadership styles on the managerial grid are based on concern for production or concern for people.
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Impoverished (1,1) Leadership Style |
Leader exerts minimal effort to accomplish the task or to build relationships with followers.
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Task (9,1) Leadership Style
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Leader concentrates on task efficiency but shows little regard for the human element. |
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Country Club (1,9) Leadership Style |
Leader focuses on being considerate to followers and is minimally concerned with task efficiency.
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Middle of the Road (5,5) Leadership Style
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Leader seeks a balance between task efficiency and group morale. |
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Team (9,9) Leadership Style
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Leader maximizes concern for both production and people. |
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Authoritarian Leadership Style |
Leader tends to be commanding, gives directions a great deal, and makes decisions without consulting subordinates. |
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Consultative Leadership Style |
Leader asks followers or employees for their recommendations or opinions. |
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Participative Leadership Style |
Leader asks followers or employees for their recommendations and openly allows the responses to influence his or her decision. |
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McGregor's Theory X and Theory Y |
Theories that employees affect their selection of a leadership style. |
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Theory X Assumptions |
1. The average person inherently dislikes work. 2. Most people must be coerced, controlled, directed, or threatened to get them to put forth effort. 3. The average person prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all. |
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Theory Y Assumptions |
1. The expenditure of physical and mental effort in work is as natural as play or rest. 2. External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives. 3. Commitment to objectives is a function of rewards associated with their achievement. 4. The average human being learns not only to accept but also to seek responsibility. 5. The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity is distributed in the population. 6. The intellectual potentialities of the average human being are only partially used. |
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Tannenbaum and Schmidt Continuum |
Styles that present a broad range of possible delegating and decision-making styles.
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Primary Leadership Style |
The style they believe is most effective and with which they are most comfortable. |
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Secondary Leadership Style |
The style they are likely to use when the primary style is unsuccessful. |
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Style Flexibility |
The ability to select a style that fits a particular circumstance. |
