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96 Cards in this Set
- Front
- Back
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Focuses exclusively on the leader |
Trait approach |
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A set of characteristics that define a leader by attitudes and set of abilities. |
Trait approach |
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Knowledge and abilities are needed for effective leadershipl |
Skills approach |
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Leaders need all three skills based on the level of management |
Skills approach |
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Focuses exclusively on what leaders do and how they act |
Behavioral approach |
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Actions occur on task and relationship level |
Behavioral approach |
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Requires that a leader adapts his or her style to the demands of different situations |
Situational approach |
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Composed of both a directive and a supportive dimension |
Situational approach |
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Follower focused |
Path-goal theory |
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Leaders motivate followers to accomplish designated goals |
Path-goal theory |
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As followers competence goes up there need for directive support decreases |
Path-goal theory |
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Centered on the interactions between leaders and followers |
Leader member exchange theory |
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Researchers have done meta-analysis |
Leader member exchange theory |
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Leaders learn from followers |
Transformational leadership |
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Changes and transforms people |
Transformational leadership |
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Move followers to accomplish more than what is usually expected of them |
Transformational leadership |
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Can take a very specific approach to a very broad one |
Transformational leadership |
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Intuitively appealing |
A trait approach strength |
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Credibility due to a century of research |
A trait approach strength |
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Provides benchmarks for what to look for in a leader |
A trait approach strength |
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One of the first systematic attempts to study leadership |
A trait approach strength |
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Leaders in one situation may not be leaders in another situation |
A trait approach criticism |
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It is highly subjective |
A trait approach criticism |
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Not useful for training and development |
A Trait approach criticism |
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Can be applied by all individuals at all levels and in all organizations |
A trait approach application |
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Provides direction to traits good to have |
A trait approach application |
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Can pinpoint ones strengths and weaknesses |
A trait approach application |
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Weak in predictive value |
A skills approach criticism |
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Includes trait like attributes |
A skills approach criticism |
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Beyond leadership boundaries, making it more general and less precise |
A skills approach criticism |
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Can Conceptualize and create a structure of the process of leadership |
A skills approach strength |
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Structure consistent with education programs |
A skills approach strength |
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Is available to everyone |
A skills approach strength |
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Can be learned and developed |
A skills approach strength |
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Provides an expansive view of leadership |
A skills approach strength |
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Outlines the skills of a leader |
A skills approach application |
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Applicable at all levels within the organization |
A skills approach application |
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Can provide insights into an individual's leadership capabilities |
A skills approach application |
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Test scores allow leaders to learn about areas in which they may wish to seek further training |
A skills approach application |
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Leader flexibility stresses that effective leaders are those who can change their styles based on task requirements and subordinate needs |
A situational approach strength |
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Differential treatment is to treat each subordinate according to his/her unique needs |
A situational approach strength |
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Lack of an empirical foundation raises consideration about the validity of the approach |
A situational approach criticism |
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Further research is required to determine how commitment and competence are conceptualized at each level |
A situational approach criticism |
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Very unclear on why it varies |
A situational approach criticism |
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Fails to adequately face the issue of one-to-one in an organizational setting |
A situational approach criticism |
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Studies fail to support basic prescription of the model |
A situational approach criticism |
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Often used in consulting because it is easy to conceptualize and apply |
A situational approach application |
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Practical to apply due to straightforward nature |
A Situational approach application |
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Breath facilitates its applicability on virtually all types of organizations and levels of management |
A situational approach application |
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Can shift from exclusively trait focused to behaviors and actions of leaders |
A behavioral approach strength |
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Broad range of studies validates and gives credibility to basic tenets of the approach |
A behavioral approach strength |
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Task and relationship are the two major types of behaviors at the conceptual level |
A behavioral approach strength |
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It is heuristic (experimental); leaders behavior inlight of task and relationship dimensions |
A behavioral approach strength |
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Not demonstrated how leaders styles are associated with performance outcomes |
A behavioral approach criticism |
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No universal style of leadership is effective in every situation |
A behavioral approach criticism |
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The most effective style is high-high style ( high taks/ high relationship); has limited research support |
A behavioral approach criticism |
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Training and development programs are designed along the lines of the style approach |
A behavioral approach application |
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Managers can determine how they are perceived by others and how they can change to become more effective |
A behavioral approach application |
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Applies to nearly everything a leader does |
A behavioral approach application |
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Framework used for understanding how various leadership behaviors affect the satisfaction of followers and their work performance |
A Path-goal theory strength |
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Integrates motivation principles of expectancy theory into leadership |
A Path-goal theory strength |
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underscores and highlights the important ways leaders help followers |
A Path-goal theory strength |
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Confusing because it is complex and incorporates many different aspects of leadership |
A path goal Theory criticism |
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Empirical research demonstrated only partial support for the theory |
A path goal Theory criticism |
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Fails to explain the relationship between leadership behavior and worker motivation |
A path goal Theory criticism |
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A one-way event in which the leader affects follower |
A path goal Theory criticism |
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Offers valuable insights applied in ongoing setting to improve one's leadership |
A path goal Theory application |
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Informs leader when to be directive, supportive, participative, or achievement-oriented |
A path goal Theory application |
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Principles can be employed at all organizational levels and all types of tasks |
A path goal Theory application |
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Supports the development of privileged groups in the workplace |
A leader member exchange theory criticism |
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Basic theories are not fully developed |
A leader member exchange theory criticism |
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Measurement is being questioned because of various scales and levels of analysis |
A leader member exchange theory criticism |
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Applies to all levels of management and different types of organizations |
A leader member exchange application |
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Direct managers to access their leadership from a relationship perspective |
A leader member exchange theory application |
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Can explain how individuals create leadership networks throughout an organization |
A leader member exchange theory application |
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Validates our experience of how people within organizations relate to one another and the leader |
A leader member exchange theory strengths |
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Makes dyadic relationship the centerpiece of the process |
A leader member exchange theory strengths |
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Directs our attention to the importance of communication in leadership |
A leader member exchange strength |
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Solid Research Foundation on how it is related to positive organizational outcomes |
A leader member exchange strength |
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Broadly research. Centurs on prominent leaders and CEOs in major firms |
A transformational leadership strength |
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Intuitive appeal. Makes sense to people |
A transformational leadership strength |
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Process focused. Between followers and leaders |
A transformational leadership strength |
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Expensive leadership view. A broader view of leadership that augments other models |
A transformational leadership strengths |
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Emphasis followers needs, values, and Morales |
A transformational leadership strengths |
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Evidence supports its an effective form of leadership |
A Transformational leadership strengths |
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Has the potential to be abused |
A transformational leadership criticism |
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Suffers from heroic leadership bias |
A transformational leadership criticism |
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Lacks conceptual clarity |
A transformational leadership criticism |
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Is elitist and antidemocratic |
A transformational leadership criticism |
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Treats leadership more as a personality trait than a behavior to be taught |
A transformational leadership criticism |
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No link between transformational leaders and changes and followers or organizations |
A transformational leadership criticism |
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Provides a general way of thinking that stresses ideas, inspiration, Innovations, and individual concerns |
A transformational leadership application |
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Can be taught to individuals at all levels of the organization |
A transformational leadership application |
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Can Positively impact a firms performance |
A transformational leadership application |
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Used as a tool in recruitment, selection, promotion, and training development |
A transformational leadership application |
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Used to improve team development, decision-making groups, quality initiatives, and reorganizations |
A transformational leadership application |
