Management Final Exam Chapter 14

Front 1

Leadership

Back 1

The ability to influence employees to voluntarily pursue organizational goals.

Front 2

Personalized Power

Back 2

Power directed at helping oneself.

Front 3

Socialized Power

Back 3

Power directed at helping others.

Front 4

Legitimate Power

Back 4

Power that results from managers' formal positions within the organization.

Front 5

Reward Power

Back 5

Power that results from managers' authority to reward their subordinates.

Front 6

Coercive Power

Back 6

Power that results from managers' authority to punish their subordinates.

Front 7

Expert Power

Back 7

Power resulting from one's specialized information or expertise.

Front 8

Referent Power

Back 8

Power deriving from one's personal attraction.

Front 9

Trait Approaches to Leadership

Back 9

Attempt to identify distinctive characteristics that account for the effectiveness of leaders.

Front 10

Behavioral Leadership Approaches

Back 10

Attempt to determine the distinctive styles used by effective leaders.

Front 11

Contingency Approach to Leadership

Back 11

Effective leadership behavior depends on the situation at hand.

Front 12

Contingency Leadership Model

Back 12

Determines if a leader's style is (1) task-oriented or (2) relationship-oriented and if that style is effective for the situation at hand.

Front 13

Path-Goal Leadership Model

Back 13

An effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths or behavior that will help them achieve those goals and providing them with support.

Front 14

Situational Leadership Theory

Back 14

Leadership behavior reflects how leaders should adjust their leadership style according to the readiness of the followers.

Front 15

Readiness

Back 15

The extent to which a follower possesses the ability and willingness to complete a task.

Front 16

Full-Range Leadership

Back 16

Suggests that leadership behavior varies along a full range of leadership styles, from take-no-responsibility (laissez-faire) leadership at one extreme, through transactional leadership, to transformational leadership at the other extreme.

Front 17

Transactional Leadership

Back 17

Focuses on clarifying employees' roles and task requirements and providing rewards and punishments contingent on performance.

Front 18

Transformational Leadership

Back 18

Transforms employees to pursue organizational goals over self-interests.

Front 19

Charisma

Back 19

A form of interpersonal attraction that inspires acceptance and support.

Front 20

Charismatic Leadership

Back 20

An individual inspirational and motivational characteristic of particular leaders.

Front 21

Leader-Member Exchange (LMX) Model of Leadership

Back 21

Emphasized that leaders have different sorts of relationships with different subordinates.

Front 22

Shared Leadership

Back 22

A simultaneous, ongoing, mutual influence process in which people share responsibility for leading.

Front 23

Servant Leaders

Back 23

Focus on providing increased service to others--meeting the goals of both followers and the organization--rather than to themselves.

Front 24

E-Leadership

Back 24

Can involve one-to-one, one-to-many, within-group and between-group and collective interactions via information technology.