• Shuffle
    Toggle On
    Toggle Off
  • Alphabetize
    Toggle On
    Toggle Off
  • Front First
    Toggle On
    Toggle Off
  • Both Sides
    Toggle On
    Toggle Off
  • Read
    Toggle On
    Toggle Off
Reading...
Front

Card Range To Study

through

image

Play button

image

Play button

image

Progress

1/32

Click to flip

Use LEFT and RIGHT arrow keys to navigate between flashcards;

Use UP and DOWN arrow keys to flip the card;

H to show hint;

A reads text to speech;

32 Cards in this Set

  • Front
  • Back
Leadership
-the process of influencing other to facilitate and attain the organization's goals
Three Elements of Leadership
1. behavior process
2. interpersonal in nature
3. aimed at influencing a group towards goals
Three Approaches to Leadership
1. trait
2. behavioral
3. situational
Trait Approach
-deals with specific traits of leaders (personality)
Behavioral Approach
-what a leader does to contribute to the group performance and satisfaction
Ohio State Studies
-consideration
-initiating structure
Consideration
-leader behavior that reflects a leader's concern for members' well-being
Initiating Structure
-leader's concern for clarifying the roles for both the leader and the members
Michigan Studies
-employee orientation
-production orientation
Employee Orientation
-reflects the degree to which the leader is concerned with human relations
Production Orientation
-degree to which the leader is concerned with the technical aspects of the job
Bowers and Seashore's Four Dimensions of Leader Behavior
1. support
2. interaction facilitation
3. goal emphasis
4. work facilitation
Situational Theories of Leadership
-ven diagram between:
1. the leaders
2. the members
3. the organization
Contingency Model
=leader's style + operation + fit between style and situational favorableness
Leadership Style
-the tendency of an individual to emphasize a task accomplishment or interpersonal relation in a task situation
Least Preferred Coworker
-a person the respondent has had the greatest amount of difficulty working with in the past
Situational Favorableness
-the degree to which the situation permits or facilitates the exercise of influence of the leader
-three factors: leader member relations, task structure, position power
Leader-Member Relations
-the degree to which the members like and respect the leader
Task Structure
-the more structured the task, the more it contributes to situational favorableness
Position Power
-authority invested in the leader
-control he has over rewards and sanctions
Contingency Effects
-task-oriented leaders (low LPC) were more effective in situations of very low, or very high favorableness
-process oriented leaders (high LPC) were more effective in situations of moderately favorable situations
McClelland's Model of Managerial Motivation
-need for affiliation
-need for achievement
-need for power
Path Goal Theory Behaviors
-focuses on members goals and how to get there
1. instrumental
2. supportive
3. participative
4. achievement-oriented
Adaptive Reactive Theory
-adapt vs. react
Adaptive Behavior
-degree to which the leaders adapts to the requirements of the organizational system (macro)
Reactive Behavior
-leaders behavior in reaction to member preferences and the differences among the tasks performed (micro)
Types of Power
1. legitimate
2. reward
3. coercive
4. expert
5. referent
Legitimate Power
-based on the position the person hold in the organization
Reward
-ability of leader to give reward to subordinate
Coercive Power
-capacity to administer punishment on others
Expert Power
-expertise and knowledge one possesses
Referent Power
-stems from the liking or admiration people have towards the person