Chapter 10

Front 1

Legitimate

Back 1

obtained simply by being in charge

Front 2

Reward

Back 2

Person in charge can give an employee something they value

Front 3

Coercive

Back 3

Person in charge can give an employee something they don't want

Front 4

Referent

Back 4

Person in charge has likeable characteristics

Front 5

Expert

Back 5

Person in charge has knowledge on a subject

Front 6

Country Club Management

Back 6

(1.9) Thoughtful attention to needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo

Front 7

Team Management

Back 7

(9.9) Work accomplishment is from committed people; interdependence through a "common stake" in organization purpose leads to relationships of trust and respect

Front 8

Middle of the Road

Back 8

(5.5) Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level

Front 9

Impoverished Management

Back 9

(1.1) Exertion of minimum effort to get required work done is appropriate to sustain organization membership

Front 10

Authority Compliance

Back 10

(9.1) Efficiency in operations resulting from arranging conditions of work in such a way that human elements interfere to a minimum degree

Front 11

All managers are effective leaders

Back 11

false

Front 12

______ are in charge of day-to-day operations

Back 12

managers

Front 13

____ go above and beyond; they orchestrate change and growth

Back 13

leaders

Front 14

____ push new ideas and move the company in the direction of their vision

Back 14

leaders

Front 15

to be an effective _____, you need people to Follow you

Back 15

leader

Front 16

___ give employees more of a purpose

Back 16

leaders

Front 17

authentic leadership

Back 17

this leader tries to remain true to themselves, striving for honesty, genuineness, and reliability

Front 18

shared leadership

Back 18

(team based) leadership roles rotates to the person with the key knowledge, skills, and abilities to face the issue at hand

Front 19

autocratic leadership

Back 19

the leader will make their own decisions and then announce those decisions to the group

Front 20

democratic leadership

Back 20

this leader will receive input from other (subordinates) and uses majority vote to make the final decision

Front 21

task motivated leadership

Back 21

this type of leadership places primary emphasis on completing the task and is more likely exhibited by leaders with a low leader preferred coworker score

Front 22

relationship motivated leadership

Back 22

emphasizes maintaining good interpersonal relationships and is likely from high LPC (least preferred coworker) leaders

Front 23

LPC

Back 23

least preferred coworker, that is the attitude toward the follower the leader liked the least

Front 24

vision

Back 24

a mental image of possible and desirable future state of the organization, the leader's ambitions for the organization

Front 25

____ must know what they want and others must understand what it is

Back 25

leaders

Front 26

servant-leader

Back 26

a _____ who ____ other's needs while strengthening the organization

Front 27

bridge leaders

Back 27

____ who ____ conflicting value systems or different cultures

Front 28

shared leadership

Back 28

rotating _____, in which people rotate through the ___ role based on which person has the most relevant skills at a particular time

Front 29

lateral leadership

Back 29

style in which colleagues at the same level are invited to collaborate and facilitate joint problem solving. if you can get people working to improve methods together, you can help create an endless stream of innovations

Front 30

trait approach

Back 30

is the oldest leadership perspective; it focuses on individual leaders and tries to determine the personal characteristics that great leaders share, leaders are born, not made

Front 31

behavioral approach

Back 31

a leadership perspective that attempts to identify what good leaders do - that is, what behaviors they exhibit

Front 32

task performing behaviors

Back 32

actions taken to ensure that the work group or organization reaches its goals

Front 33

group maintenance behaviors

Back 33

leaders take actions to ensure the satisfaction of group members, develop and maintain harmonious work relationships, and preserve the group's social stability

Front 34

situational approach

Back 34

leadership perspective proposing that universally important traits and behaviors do not exist, and that effective leadership behavior varies from ____ to _____

Front 35

vroom model

Back 35

emphasizes the participative dimension of leadership: how leaders go about making decisions