Chapter 12: Leadership

Front 1

Leader Emergence

Back 1

Study of the characteristics of individuals who become leaders, examining the basis on which they were elected, appointed, or simply accepted

Front 2

Leadership effectiveness

Back 2

Study of which behaviors on the part of a designated leader (regardless of how that position was achieved) led to an outcome valued by the workgroup or organization

Front 3

Leader

Back 3

The individual in a group given the task of directing task-relevant group activities or, in the absence of a designated leader, carrying the primary responsibilities for performing these functions in the group

Front 4

Attempted Leadership

Back 4

A situation that occurs when a leader accepts the goal of changing a follower and can be observed attempting to do so

Front 5

Successful Leadership

Back 5

A situation that occurs when a follower changes his or her behavior as a function of the leader's effort

Front 6

Effective Leadership

Back 6

A situation that occurs when a leader changes a follower's behavior, resulting in both leader and follower feeling satisfied and effective

Front 7

Leader Development

Back 7

A process that concentrates on the leader - follower relationship and on developing an environment in which the leader can build relationships that enhance cooperation and resource exchange

Front 8

Interpersonal Competence

Back 8

Type of competence that includes social awareness and social skills, such as the ability to resolve conflict and foster a spirit of cooperation

Front 9

Power Motive

Back 9

The desire to attain control or power that results from people learning that the exercise of control over others or the environment is pleasing

Front 10

Activity Inhibition

Back 10

Psychological term used to describe a person who is NOT impulsive

Front 11

Affiliation Need

Back 11

Need for approval or connections with others.

Front 12

Great Man Theories

Back 12

Leadership theories developed by historians who examined the life of a respected leader for clues leading to that person's greatness: often focused on a galvanizing experience or an admirable trait (persistence, optimism, or intelligence) that a leader possesses to a singular degree

Front 13

Trait Approach

Back 13

Leadership theory that attempted to show that leaders possessed certain characteristics that nonreaders did not

Front 14

Power Approach

Back 14

Leadership theory that examines the types of power viewed by leaders

Front 15

Behavioral approach

Back 15

Begun by researchers at Ohio State University, leadership theory that focused on the kinds of behavior engaged in by people in leadership roles and identified two major types: Consideration and Initiating Structure

Front 16

Consideration

Back 16

Type of behavior identified in the Ohio State studies: Included behavior indicating mutual trust, respect, and a certain warmth and rapport between the superior and group

Front 17

Initiating Structure

Back 17

Type of behavior identified in the Ohio State studies; included behavior in which the supervisor organizes and defines group activities and his or her relation to the group

Front 18

Task-Oriented Behavior

Back 18

Type of behavior identified by University of Michigan researchers as an important part of leader's activities: similar to initiating structure from Ohio State Studies

Front 19

Relations-Oriented Behavior

Back 19

Types of behavior identified by University of Michigan researchers as an important part of a leader's activities" similar to consideration in the Ohio State model

Front 20

Participative behavior

Back 20

Type of behavior identified in the Michigan studies: Allows subordinates more participation in decision making and encourages more two-way communication

Front 21

Contingency Approach

Back 21

Leadership theory proposed to take into account the role of the situation in the exercise of leadership

Front 22

Job Maturity

Back 22

A subordinate's job-related ability, skills, and knowledge

Front 23

Psychological Maturity

Back 23

The self-confidence and self-respect of the subordinate

Front 24

Leader-Member Exchange (LMX) Theory

Back 24

Leadership theory proposing that leaders adopt different behaviors with individual subordinates: the particular behavior pattern of the leader develops over time and depends to a large extent on the quality of the leader - subordinate relationship

Front 25

In-group Members

Back 25

People who have high-quality relationships with their leader and high latitude for negotiating their work roles

Front 26

Out-group Members

Back 26

People who have low quality relationships with their leader and little latitude for negotiating their work roles

Front 27

Life Cycle of a Leader-Follower Relationship

Back 27

A description of more recent versions of leader-member exchange (LMX) theory, which includes a dynamic process in which the task of the leader is to drive the relationship from a tentative first-stage relationship to a deeper, more meaningful one

Front 28

Transformational Leadership

Back 28

Leadership theory that describes the behavior of inspirational political leaders who transform their followers by appealing to nobler motives such as justice, morality and peace

Front 29

Transactional Leadership

Back 29

Leaders show followers how they can meet their personal goals by adopting a particular behavior pattern: the leader develops social contracts with followers in which certain behaviors will be rewarded

Front 30

Idealized Influence

Back 30

Leaders display conviction, emphasize trust, take stands on difficult issues, emphasize the importance of commitment and purpose and are aware of the ethical consequences of their decisions

Front 31

Inspirational Motivation

Back 31

Leaders articulate an appealing vision of the future , challenge followers with high standards, talk optimistically with enthusiasm, and provide meaning for what needs to be done

Front 32

Intellectual Stimulation

Back 32

Leaders question old assumptions, values, and beliefs: stimulate new ways of doing things, and encourage expression of ideas and reasons

Front 33

Individualized consideration

Back 33

Leaders deal with others as individuals: consider individual needs, abilities, and aspirations: Listen attentively: and advise, coach and teach

Front 34

Laissez-faire Leadership

Back 34

Leaders provide little guidance to their followers: lowest level of leadership identified by Bass (1997), who contrasted it with transactional leadership and transformational leadership

Front 35

Full-Range Theory of Leadership

Back 35

Hierarchical model that ranges from Laissez-Faire leadership through transactional leadership to transformational leadership

Front 36

Multifactor Leadership Questionnaire (MLQ)

Back 36

Self-report instrument used in the development and validation of the theory of transformational leadership

Front 37

Authentic Leadership

Back 37

A style of leadership that emphasizes the genuineness and integrity of the leader, usually accompanied by a life story.

Front 38

Charisma

Back 38

A persona attribute that hypnotizes followers and compels them to identify with and attempt to emulate the leader

Front 39

Charismatic leader

Back 39

Followers are emotionally attached to this leader, never question the leader's beliefs or actions, and see themselves as integral to the accomplishment of the leader's goals

Front 40

Charismatic Leadership Theory

Back 40

Approach to leadership theory with many different versions of the notion that charisma is related to leadership; in one version, in a crisis situation, followers perceive charismatic characteristics in an individual and accept that person as a leader; in another version, certain leader behaviors (use of innovative strategies) contribute to a charismatic aura

Front 41

Global Leadership and Organizational Behavior Effectiveness (GLOBE)

Back 41

Large-scale-cross-cultural study of leadership by 170 social scientists and management researchers in over 60 countries

Front 42

Culture-Specific-Characteristics

Back 42

Leader characteristics that are more acceptable in some countries than others