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41 Cards in this Set
- Front
- Back
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Trait Theory
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Referred to as "The Great Man or Woman Theory." One's leadership effectiveness was said to be influenced by their intelligence, self confidence, determination, integrity, and sociability, integrity, and sociability.
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Psychodynamic Theory
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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 turbulent conditions and crisis situations.
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Skills Theory
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Focuses on leaders who are emotionally intelligent, can successfully solve problems, and can control their emotions.
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Style Theory
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Concentrates on two types of leadership: task-oriented and relationship-oriented
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Style Theory Task oriented Leaders |
Task oriented leaders frequently display task oriented behavior in unfavorable or intermediate favorable situations but display relationship oriented behaviors in favorable situations.
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Style Theory Relationship oriented Leaders |
Relationship oriented leaders usually exhibit task oriented behaviors under highly favorable situations and/or display relationship oriented behaviors under unfavorable and intermediate favorable situations.
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Situational Leadership
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The leaders assumes a directive, coaching, supporting or delegation style based on the situation and the followers development level. |
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4 Situational Leadership Theory (Leadership Styles) |
Supportive DL3=High Competence/Lacks Commitment Coaching DL2=Low Competence/Some Commitment Delegating DL4=High Competence/High Commitment Directive DL1=Low Competence/Low Commitment |
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Contingency Theory |
Suggests that leaders cannot change their behaviors. therefore, leaders are moved into and out of various situation in order to achieve the most success.
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Path Goal Theory (Supportive, Directive, Participative, Achievement-Oriented) |
States that once the leader assesses their followers and the situation, leaders choose one of the four behaviors (Supportive, Directive, Participative, Achievement-Oriented)
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Leadership-Member Exchange Theory
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Emphasizes that leaders must develop specialized relationships with each of their followers instead of treating all their followers the same way.
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Authentic Leadership Theory
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The theory argues that effective leaders are true to themselves and others, have positive psychological states, and adhere to strong morals and values
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This person is someone who influences other to achieve a goal, they are not perfect, but displays ethical behavior, virtues, and character strengths.
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Leader |
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This person displays virtues and character strengths in their actions as they battle their own vices and idiosyncrasies
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Leader
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These people are motivated, creative, and possess a high level of commitment to each other, the leader and the organization
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Follower |
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Someone who influences others to achieve a goal and strive to display ethical behavior
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Leader |
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Someone who possesses a love of learning
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Follower |
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This person has a passion to apply what they have learned
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Follower
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These people possess certain personality traits like confidence and extraversion as well as a personal set of values
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Leader |
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Which of the following BEST describes a situation? - Requires us to view leadership as a system - Less-obvious components like time constraints - Circumstances surrounding the leaders and followers |
Circumstances surrounding the leaders and followers
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5 Leadership behaviors
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Management by Exception: Passive (MBE-P) Management by Exception: Active (MBE-A) Transactional Leadership and Contingent Reward Transformational Leadership |
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Abandon or pass on their responsibilities and fail to respond urgently to critical situations These leaders are usually absent from their duties and place of work, relationships with subordinates suffer |
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Management by Exception: Passive (MBE-P) |
Followers tend to not trust those who do not take a more active leadership approach and will demonstrate little commitment to this person and the organization |
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Management by Exception: Active (MBE-A) |
Followers appreciate this leadership behavior as it reduces followers' uncertainties regarding their purpose |
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Transactional Leadership and Contingent Reward |
When the follower fulfills the leader's expectations, a reward is provided to reinforce the demonstrated positive behavior |
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Skinners Operant Conditioning Theory |
Giving something or taking something away based on the action. - Bad PT score (Give them paperwork or take time off away) - Good PT score (Give them time off, take away extra PT sessions) |
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McClelland's Need Theory (Three primary needs) |
Need for Affiliation Need for Power |
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Contemporary Motivation
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Membership "What I get for being here" Performance "What the boss can provide" Involvement "What I get from within" |
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Transformational Leadership |
The most active and effective form of leadership where leaders promote positive and meaningful changes in people, teams, organization, nation, and even societies Followers of this leader's behavior exhibits greater trust, admiration, loyalty, and respect toward the leader and are willing to work harder for them |
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Positive Punishment
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A form of punishment where the leader applies or presents an unfavorable action or result to a follower who has demonstrated an undesirable behavior |
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Positive Reinforcement
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Favorable actions, results, or outcomes that a leader presents to a follower after the follower demonstrates a desired behavior |
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Negative Punishment
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The removal of something valued by the follower after they have demonstrated an undesirable or unacceptable behavior |
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Negative Reinforcement
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The removal of unpleasant, unfavorable actions or events the follower is currently experiencing that occurs after they have displayed a desirable behavior |
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Individuals at the is level avoid getting too involved in their jobs and often complain about their work but never take action to improve the situation
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Membership Level
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People operating at this level demonstrate initiative and actually solve problem so long as their efforts are recognized and rewarded by leadership
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Performance Level |
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People operating this level identify problems and offer solutions and strive for personal and organizational success |
Involvement Level
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Fully enjoy work, strive to exceed the standard
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Personal Rewards |
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Pay, training, annual leave, medical and dental benefits
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System Level Rewards |
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Praise, public recognition, time-off, bonus pay, promotions, special assignments, greater roles and responsibilities
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Supervisory Rewards |
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During an AFSO21 event SMSgt Ludwig says to his section chiefs, "We have an extremely important goal ahead of us. Since funding has been cut, this is a goal that we must achieve....there is no room for failure! We must approach our task with the same optimism and enthusiasm that you have displayed in past events. Our mission means that status quo is unacceptable if we are to meet our unit's new budget." Afterwards, the team member approached Ludwig with lots of different ideas. The scenario BEST illustrates _____ and its impact on individual effectiveness. |
Inspirational Motivation
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MSgt Hammond tells SSgt White, his newest evaluator, "Since you have never inspected before, let's begin a training program that challenges you to evaluate as many subordinate units as possible with in the first 3 months. I have set a goal for you to evaluate five of the 15 units in the first quarter. MSgt Hammond actively checks with SSgt White on attaining the goal and then says, "Let's discuss the evaluation of the remaining 10 units and winning NCO of the Quarter." what says, "Okay." MSgt Hammond's _______ will MOST likely _____his and SSgt White's effectiveness. |
Use of Transactional Leadership; enhance
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