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Flashcards in Chapter 12: Leadership Deck (34)
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1

leadership

the ability to influence a group toward the achievement of a vision or set of goals

2

trait theories of leadership

theories that consider personal qualities and characteristics that differentiate leaders from non-leaders

3

behavioral theories of leadership

theories proposing that specific behaviors differentiate leaders from non-leaders

4

initiating structure

the extent to which a leader defines and structures his or her role and those of the subordinates to facilitate goal attainment

5

consideration

the extent to which a leader has job relationships that are characterized by mutual trust, respect for employee's ideas, and regard for their feelings. a leader high in consideration helps employees with personal problems, is friendly and approachable, and treats all employees as equals

6

is there validity to both trait and behavioral theories?

yes. parts of each theory can help explain facets of leadership emergence and effectiveness

7

fiedler contingency model

the theory that effective groups depend on a proper match between leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader

8

least-preferred coworker (LPC) questionnaire

and instrument that purports to measure whether a person is task or relationship oriented

9

leader-member relations

the degree of confidence, trust, and respect that subordinates have in their leader

10

task structure

the degree to which job assignments are regimented

11

position power

influence derived from one's formal structural position in the org.; includes the power to hire, fire, discipline, promote, and give salaray increases

12

situational leadership theory

a contingency theory that focuses on followers' readiness to accomplish a specific task

13

path-goal theory

a theory stating that it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or org.

14

leader-participation model

a leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations

15

leader-member exchange (LMX) theory

a theory that supports leaders' criterion of ingroups and outgroups; subordinates with ingroup status have higher performance ratings, less turnover, and greater job satisfaction

16

charasmatic leadership theory

a leadership theory stating that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors in others

17

vision

a long-term strategy for attaining a goal or goals

18

vision-statement

a formal articulation of an organization's vision or mission

19

are charasmatic leaders born or made?

both. some are born with personality traits that make them more charasmatic, on average. all of us can develop it within our own limtations as well

20

how charasmatic leaders influence followers

they present their vision and vision-statement, and make that the center of th their mission

21

do all charismatic leaders act in the best interest of the company?

nope

22

transactional leaders

leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements

23

transformational leaders

leaders who inspire, act as role models, and intellectually stimulate, develop, or mentor their followers, thus having a profound and extraordinary impact on them

24

full-range of leadership

a model that depicts seven management styles on a continuum: laissez-faire, management by exception, contingent reward leadership, individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence

25

authentic leaders

leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly

26

socialized charismatic leadership

a leadership concept stating that leaders convey values that are other-centered versus self-centered and who role-model ethical conduct

27

abusive supervision

supervision that is hostile both verbally and nonverbally

28

servant leadership

a leadership style marked by going beyond the leader's own self-interest and instead focusing on opportunities to help followers grow and develop

29

trust

a positive expectation that another will not act opportunistically

30

trust propensity

how likely an employee is to trust a leader