Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
31 Cards in this Set
- Front
- Back
|
Define: leadership |
the use of power and influence to direct the activities of followers toward goal achievement |
|
|
Define: leader-member exchange theory |
a theory describing how leader-membership relationships develop over time on a dyadic basis |
|
|
Explain the two 2 phases of the leader-member exchange theory |
1. Role taking- the phase in a leader-follower relationship when a leader provides an employee with job expectations and the follower tries to meet those expectations 2. Role making-the phase in a leaded-follower relationship when a follower voices his/her own expectations for the relationship, resulting in a free flowing exchange of opportunities and resources for activities/ efforts |
|
|
Define a unit focused measure of leader effectiveness |
ask all members of the unit to fill out the following survey items, then average the responses across the group to get a measure of leader effectiveness |
|
|
Define a dyad focused measure of leader effectiveness |
ask all members of the unit to fill our the following survey items in reference to their particular relationship with the leader - the responses are not averaged across the group, differences across people indicate differentiation into "ingroups" and "out groups" within the unit |
|
|
What are the benefits of the "ingroups" |
greater communication greater mutual trust greater respect higher felt obligation |
|
|
Define: leader effectiveness |
the degree to which the leaders actions result in the achievement of the units goals, the continuance commitment of the units employees, and the development of mutual trust/respect/obligation in leader-member dyads |
|
|
Define: leader emergence |
the process of becoming a leader in the first place |
|
|
Decision Making Styles Define: autocratic style |
a leadership style in which the leader makes the decision alone without asking for opinions or suggestions of the employees in the work unit |
|
|
Decision Making Styles Define: consultative style |
a leadership style in which the leader presents the problem to employees asking for their opinions and suggestions before ultimately making the decision him/herself |
|
|
Decision Making Styles Define: facilitative style |
a leadership style in which the leader presents the problem to a group of employees and seeks consensus on a solution, making sure his or her own opinion receives no more weight than anyone else's |
|
|
Decision Making Styles Define: delegative style |
a leadership style in which the leader gives the employee the responsibility for making decisions with some set of specified boundary conditions |
|
|
Define: time-driven model of leadership |
suggests that focus should shift away from autocratic, consultative, facilitative and delegative LEADERS, to consultative, autocratic, facilitative and delegative SITUATIONS, and in which several factors combine to make some decision making styles more effective in a give situation than others |
|
|
What are the 7 factors of the time driven model of leadership? |
1. decision significance 2. importance of commitment 3. likelihood of commitment 4. leader expertise 5. shared objectives 6. employee expertise 7. teamwork skills |
|
|
Define: initiating structure |
a pattern of behaviour in which the leader defines and structures the rules of employees in pursuit of goal attainment |
|
|
What are three behaviours associated with initiating structure? |
initiation organization production |
|
|
Define: consideration |
a pattern on behaviour in which the leader creates job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings |
|
|
What are some behaviours associated with consideration? |
membership integration communication recognition representation |
|
|
Define: the life cycle theory of leadership |
a theory stating that the optimal consideration of initiating structure and consideration depends on the "readiness" of the employees in the work unit |
|
|
Define: readiness |
the degree to which employees have the ability and the willingness to accomplish their specific tasks |
|
|
List/explain the 4 R's involved in the life cycle theory of leadership |
R1 (Telling) - when the leader provides specific instructions and closely supervises performance R2 (Selling) - when the leader explains key issues and provides opportunities for clarification R3 (Participating) - leader behaviour in which the leader shares ideas/tries to help the group conduct its affairs R4 (Delegating) - leader behaviour in which the leader turns responsibility for key behaviours over to employees |
|
|
Define: transformational leadership |
a pattern of behaviour in which the leader inspires followers to commit to a shared vision that provides meaning to their work, while also serving as a role model who helps followers develop their own potential and view problems from new perspectives |
|
|
Define: transactional leadership |
a pattern of behaviour in which the leader rewards or disciplines the follower on the basis of performance |
|
|
Define: active management by exception |
a type of transactional leadership in which the leader arranges to monitor mistakes and errors actively, and takes corrective action when required |
|
|
Define: passive management by exception |
a type of transactional leadership in which the leader waits around for mistakes and errors, then takes action as necessary |
|
|
Define: inspirational motivation |
a type of influence in which the leader behaves in ways that foster an enthusiasm for and commitment to a shared vision of the future - "meaning-making process" |
|
|
Define: idealized influence |
the power held by a leader who behaves in ways that earn the admiration, trust and respect of followers, causing followers to want to identify with and emulate the leader - "the leader instills pride in me for being associated with him/her" |
|
|
Define: individualized consideration |
a type of influence in which the leader behaves in way that help followers achieve their potential through coaching, development and mentoring - "the leader spends time teaching and coaching" |
|
|
Define: intellectual stimulation |
a type on influence in which the leader behaves in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways - "the leaders gets others to look at problems from many different angles" |
|
|
Define: substitutes for leadership model |
a model that suggests that characteristics of the situations can constrain the influence of the leader, which makes it more difficult for the leader to influence employee performance |
|
|
Define: substitutes and neutralizers |
substitutes: situational characteristics that reduce the importance of the leader while simultaneously providing a direct benefit to employee performance neutralizers: situational characteristics that reduce the importance of the leader and do not improve employee performance |
