Airman Leadership School/frld

Front 1

Trait Theory

Back 1

one’s leadership effectiveness was said to be influenced by their intelligence, selfconfidence,
determination, integrity, and sociability.

Front 2

Psychodynamic Theory

Back 2

This theory assumes that the world
can be a hostile, unpredictable, and unforgiving environment and that followers look for
leaders who can make sense of such a turbulent conditions and crisis situations.

Front 3

Skills Theory

Back 3

This theory focuses on leaders who are emotionally intelligent and can successfully solve problems.

Front 4

Style Theory

Back 4

This theory concentrates on two types of
leadership: task- or production-oriented leadership which focuses on initiating structures
and paths for followers to perform effectively and people- or relationship-oriented
leadership which considers fostering good relationships between the leader and followers.

Front 5

Situational Leadership Theory

Back 5

the leader assumes a directive, coaching, supporting, or delegating style based on the situation (or task) and the follower’s development level (DL)

Front 6

directive style

Back 6

the follower has low levels of competence and
commitment (DL1)

Front 7

coaching style

Back 7

If the follower is diagnosed with a low level of competence but some commitment (DL2)

Front 8

supportive style

Back 8

The follower is highly competent but lacks commitment
(DL3)

Front 9

delegating style

Back 9

follower demonstrates high
levels of competence and commitment (DL4)

Front 10

Contingency Theory

Back 10

This theory matches specific leaders to particular situations in order to achieve the most success.

Front 11

Leader-Member Relations

Back 11

The degree to which the leaders is trusted and liked
by members of the group and their willingness to follow the leader.

Front 12

Leader’s Position Power

Back 12

The authority the leader has to reward or punish based on his or her organizational position. The power of the leader is based on the position held within the organizational position and authority.

Front 13

The Task Structure

Back 13

Highly-structured means the tasks are clearly understood and easy to understand. Unstructured means the tasks are difficult to understand and are
complex or difficult to execute.

Front 14

Relationship-oriented leaders

Back 14

Usually exhibit task-oriented behaviors under highly
favorable situations and display relationship-oriented behaviors under unfavorable intermediate favorable situations.

Front 15

Task-oriented leaders

Back 15

frequently display task-oriented in unfavorable or
intermediate favorable situations but display relationship-oriented behaviors in favorable situations

Front 16

Path-Goal Theory

Back 16

iews the leader as a trail-blazer, creating the conditions and paving the way for subordinates to succeed

Front 17

Leadership-Member Exchange (LMX) Theory

Back 17

It emphasized that leaders must develop
specialized relationships with each of their followers instead of treating all their followers the same way.

Front 18

The in-group followers

Back 18

Preferential treatment from the leader such as
receiving privileged information, highly sought after resources, and mentoring.

Front 19

Out-group followers

Back 19

Followers must demonstrate their competence and loyalty (commitment)

Front 20

Authentic Leadership Theory

Back 20

This theory argues that effective leaders are
true to themselves and others, have positive psychological states, and adhere to strong
morals and values.

Front 21

Skinner’s Operant Conditioning Theory

Back 21

considers a method of learning that occurs through rewards and punishments for behavior.

Front 22

Positive Reinforcement

Back 22

Involves favorable actions, results, or outcomes that a
leader presents to a follower after the follower demonstrates a desired behavior.

Front 23

Negative Reinforcement

Back 23

includes the removal of unpleasant, unfavorable actions
or events the follower is currently experiencing that occurs after they have
displayed a desirable behavior.

Front 24

Positive punishment

Back 24

the typical form of punishment where the leader
applies or presents of an unfavorable action or result to a follower who has
demonstrated an undesirable behavior.

Front 25

Negative punishment

Back 25

occurs when a leader removes something valued by the
follower after they have demonstrated an undesirable or unacceptable behavior.