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30 Cards in this Set
- Front
- Back
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Paradigm
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a shared mindset that represents a fundamental way of thinking about, perceiving, and understanding the world
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Great Man Approach
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a leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from the people who were not leaders
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Autocratic
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a leader who tends to centralize authority and derive power from position, control of rewards, and coercion
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Democratic
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leader who delegates authority to others, encourages, participation, relies on subordinates'' knowledge for completion of tasks, and depends on subordinate respect for influence
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Vertical Dyad Linkage (VDL) model
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a model of individualized leadership that argues for the importance of the dyad formed by a leader with each member of the group
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Country Club Management
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occurs when primary emphasis is given to people rather than to work outputs
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Underlying Dimensions of Leaders
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consideration and initiating structure
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Fiedler's Contingency Model
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a model designed to diagnose whether a leader is task-oriented or relationship-orient4ed and match leadership to the situation
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Extroversion
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the degree to which a person is outgoing, sociable, talkative, and comfortable meeting people and talking to new people
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Perception
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process ppl use to make sense out of the environment by selecting, organizing, and interpreting information
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Path-goal Theory
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a contingency approach to leadership in which the leader's responsibility is to increase subordinates' motivation by clarifying the behaviors necessary for task accomplishment and rewards
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Neutralizer
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a situational characteristic that counteracts the leadership style and prevents the leader from displaying certain behaviors
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Blind Spots
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characteristics or habits that people are not aware of or don't recognize as problems but which limit their effectiveness and hinder their career progress
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New Paradigm Leaders
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style of leadership that leads to organization structures that produce results by forcing compliance, adherence to rules, established conventions and old ways of doing things
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Influence Theories
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processes between the leader and subordinates
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Behavior Theories
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used to determine how effective leaders are based off of their traits or behavior
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Situtational Theory
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Hershey and Blanchard's extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation, and consequently, of determining effective leader behavior
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Vroom-Jago Model
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a contingency model that focuses on varying degrees of participative leadership and how each level of participation influences quality and accountability of decisions
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Theory X and Y
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Theory X- assumption that ppl are lazy and not motivated to work Theory Y- assumption that ppl do not inherently dislike work and will commit to work that they care about |
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Contingency Approaches
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approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively
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Substitute
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a situational variable that makes leadership unnecessary or redundant
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Big Five: Personality Dimensions
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describe personality, extroversion, agreeableness, conscientious, emotional stability, and openness to experience
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Conscientiousness
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the degree to which a person is responsible, dependable, persistent, and achievement-oriented
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Locus of Control
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defines whether a person places the primary responsibility to primary responsibility for what happens to him or her within himself/herself or on outside forces
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Authoritarianism
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the belief that power and status differences should exist within an organization
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Instrumental Values
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beliefs about the types of behavior that are approachable for reaching goals
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Halo Effect
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an overall impression of a person or situation based on one characteristic, either favorable or unfavorable
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Cognitive Style
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how a person perceives, processes, interprets, and uses information
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Agile Leader
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a leader who is open to learning and change and encourages the growth and development of others
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Derailment
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a phenomenon in which a manager with an impressive track record reaches a certain level but goes off track and can't advance because of a mismatch between job needs and personal skills and qualities
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