FULL RANGE LEADESHIP DEVELOPMENT Flashcards Preview

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Flashcards in FULL RANGE LEADESHIP DEVELOPMENT Deck (30)
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LEADERSHIP THEORIES

TRAIT
PSYCHODYNAMIC
SKILLS
STYLE
SITUATIONAL
CONTINGENCY
PATH-GOAL
LEADERSHIP-MEMBER EXCHANGE
AUTHENTIC LEADERSHIP

1

TRAIT LEADERSHIP THEORY

WHAT INNATE QUALITIES ONE POSSESSES, LEADERSHIP EFFECTIVENESS WAS SAID TO BE INFLUENCED BY THEIR INTELLIGENCE

2

PSYCHODYNAMIC LEADERSHIP THEORY

ASSUMES THE POOP HAPPENS AND FOLLOWERS LOOK FOR LEADERS TO MAKE THE SENSE OF CRISIS

3

SKILLS LEADERSHIP THEORY

THEORY FOCUSES ON LEADERS WHO ARE EMOTIONALLY INTELLIGENT AND ARE GOOD PRBLEM SOLVERS

4

STYLE LEADERSHIP THEORY

CONCENTRATES ON TWO TYPES OF LEADERSHIP TASK AND PRODUCTION AND PEOPLE OR RELATIONSHIP-ORIENTED LEADERSHIP

5

SITUATIONAL LEADERSHIP THEORY

IDENTIFIES FOUR STYLES A LEADER USES THAT ARE BASED ON THE SUBORDINATES DEVELOPMENT LEVEL AND THE TASK AT HAND

6

CONTINGENCY LEADERSHIP THEORY

LEADERS ARE MOVED INTO AND ARE OF VARIOUS SITUATIONS BASED ON THE LEADER-FOLLOWER RELATIONSHIP, THE LEADERS POSITION POWER AND TASK STRUCTURE

7

PATH - GOAL LEADERSHIP THEORY

VIEWS LEADERS AS A TRAILBLAZER CREATING CONDITIONS FOR SUBORDINATE SUCCESS

8

LEADERSHIP MEMBER EXCHANGE LEADERSHIP THEORY

LEADER MUST DEVELOP SPECIALIZED, INDIVIDUAL RELATIONSHIPS WITH THIER FOLLOWERS

9

AUTHENTIC LEADERSHIP THEORY

EFFECTIVE LEADERS ARE TRUE TO THEMSELVES AND OTHERS AND ADHERE TO STRONG MORALS AND VALUES

10

FULL RANGE LEADERSHIP DEVELOPMENT (FRLD)

FULL RANGE LEADERSHIP TRAINING SYSTEM THAT SUGGESTS LEADERS PERFORM THROUGH OUT A GAMUT OF ACTIVE AND PASSIVE LEADERSHIP-
LEADER, FOLLOWER AND SITUATION

11

FRLD - LEADER

IS SOMEONE WHO INFLUENCES OTHERS TO ACHIEVE A GOAL

12

FOLLOWER

SOMEONE WHO CHOOSE TO FOLLOW A LEADER BECAUSE OF THE LEADERS CHARACTER ABILITIES AND VISION

13

FRLD-SITUATION

DESCRIBES THE RELATIVE CIRCUMSTANCES, POSITION OT CONTEXT THAT SURROUNDS THE LEADERS AND FOLLOWERS

14

LAISSEZ- FAIR LEADERSHIP

LEADERSHIP VIEWS THE DEVELOPMENT OF THE SUBORDINATES AS SOMEONE ELSES PROBLEM AND DEMONSTRATES LAZINESS

15

MANAGEMENT BY EXCEPTION PASSIVE

"if it isnt broke, dont fix it" approach

16

MANAGEMENT BY EXCEPTION ACTIVE

KEEPS PEOPEL AND PROCESS IN CONTROL MONITORING AND CONTROLLING FOLLOWERS

17

TRANSACTIONAL LEADERSHIP AND CONTINGENT AWARD

CONTRACT WHERE LEADER SETS GOALS AND IDENTIFIES WAYS FOR SUBORDINATES TO REACH THEM, SUPPORTS THE FOLLOWER TO MEET THEM AND THEN REWARDED TO REINFORCE POSITIVE BEHAVIOR.

18

INTELLECTUAL STIMULATION (THINKING)

THEY GET THE BEST OUT OF THERE TROOPS BY ADVOCATING RATIONAL THINKING ENCOURAGING INDEPENDENT THINKING

19

INSPIRATIONAL STIMULATION (CHARMING)

GIVES FOLLOWERS A STRING SENSE OF PURPOSE

20

TRANSFORMATIONAL LEADERSHIP (BEST)

BASED ON ABILITY TO INFLUENCE AND TRANSFORM OTHERS
INDIVIDUALIZED CONSIDERATION ( CARING)
LEADERS TREAT OTHERS AS INDIVIDUALS THAT HAVE DIFFERENT IDEAS AND ABILITIES NOT JUST A MEMBER OF A GROUP

21

IDEALIZED INFLUENCE (INFLUENCING)

HAVE A GREAT CHARACTER STRENGTHS AND WORK ETHICS, SET SELF INTERESTS ASIDE FOR THE GOOD OF THE GROUP

22

THE FOUR I'S OF TRANSFORMATIVE

INDIVIDUALIZED
INTELLECTUAL
INSPIRATIONAL
IDEALIZED

23

INDIVIDUALIZED CONSIDERATION (CARING)

LEADER TREAT OTHERS AS INDIVIDUALS WITH DIFFERENT NEEDS

24

SOCIAL LOAFING

IN A GROUP BUT ALLOWS OTHERS TO DO THE WORK, NOT LACK OF INTEGRITY

25

WHEN LEADERS DO PASSIVE WHAT DO FOLLOWERS DO

SOCIAL LOAF AND FREE RIDE

26

FOUR LEADERSHIP BEHAVIORS

SET GOAL, SUGGEST PATHWAY, MONTOR, REWARD

27

INTRINSIC MOTIVATION

MOTIVATION WITH IN

28

EXTRINSIC MOTIVATION

MOTIVATED BY EXTERNAL REWARDS

29

HOW DO FOLLOWERS FEEL ABOUT TRANSFORMATIONAL LEADERSHIP

WILL DO ANYTHING FOR THEM, WANT TO FOLLOW THEM