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27 Cards in this Set
- Front
- Back
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Aristotle |
Great man theory |
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Trait theory |
Certain characteristic |
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Theory X |
Work is something to be avoided |
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Theory Y |
The work itself can be motivating |
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Fred Fielder |
Contingency Leadership - style will depend on a situation |
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Paul Hersey and Kenneth Blanchard |
Style based on maturity |
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Robert Tannenbaum and Warren Schmidt |
Nature of the situation, skills of manager, abilities of group members |
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Edwin hollander |
Some people have certain personality traits that make them bettet leader than others |
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Robert house |
Path goal theory: the leader can influence the performance of a group through rewards |
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Robert Greenleaf |
Servant Leadership |
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Rosabeth Kanter |
Major empowerment structure: power, opportunity, proportion |
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James Burns |
Transactional and transformstional leader |
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John Gardner |
6 distinguishing traits of an integrated leader-manager |
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Frederick Taylor |
Father of scientific management |
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Luther Gulick |
Basis of management process |
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Max Weber |
Father of Organization Theory; Bureaucracy |
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Mary Parker Follet |
Mother of Modern Management; Law of the situation |
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Elton Mayo |
HAwthorne effect |
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Robert Blake and Jean Mouton |
Managerial Grid |
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Douglas Mcgregor |
x and y |
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Frederick Herzberg |
Hygiene and Motivator |
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Full Range Leadership |
a leader who could apply principles of threespecific styles of leadership at any given time |
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Quantum Leadership |
one type of leadership strategy that helps nursesfocus on the future, stretch and break boundaries, andencourage breakthrough thinking to solve problems ina complex and fluid care environment. |
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Edgar Schein |
behavior will depend on the personality and situation |
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Bernard Bass and Bruce Avolio |
Transformational |
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Frank and Lilian Gilberths |
time-motion studies: more movement less productivity |
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Henry Fayol |
Father of Modern operational management theory; 14 principles |
