Term
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Definition
| Someone who can influence others and who has managerial authority |
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Term
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Definition
| The process of influencing a group toward the achievement of goals |
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Term
| University of Iowa Studies |
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Definition
-Conducted by Kurt Lewin and his associates
-Explored three leadership styles:
1. Autocratic style
2. Democratic style
3. Laissez-fair style
Conclusions - Democratic style of leadership was most effective, although later studies showed mixed results |
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Term
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Definition
-Began with more than 1,000 behavioral dimensions which were narrowed down to two:
1. Initiating structure - The extent to which a leader was likely to define and structure his or her role and the roles of group members in the search for goal attainment
2. Consideration- Being considerate of followers' ideas and feelings
Conclusions-Leaders high in both consideration and initiating structure achieved high performance and satisfaction, but not in all situations |
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Term
| University of Michigan Studies |
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Definition
Employee oriented: Emphasized interpersonal relationships and taking care of employees' needs
Production oriented: emphasized technical or task aspects of job
Conclusions - Employee-oriented leaders were associated with high group productivity and higher job satisfaction |
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Term
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Definition
Concern for people-Measured leader's concern for subordinates on a scale of 1 to 9
Concern for production - Measures leader's concern for getting job done on a scale of 1 to 9
Conclusions - Leaders performed beste with a 9.9 style (high concern for production and high concern for people.) |
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Term
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Definition
| Leader high in both initiating structure and consideration |
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Term
Fiedler Model (Part 1)
Explanation of Model |
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Definition
-First comprehensive theory for leadership
-Proposed that effective group performance depended on the proper match between the leader's style of interacting with his or her followers and the degree to which the situation allowed the leader to control and influence |
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Term
Fiedler model (part 2)
LPC |
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Definition
| Fiedler developed the Least-preferred co-worker (LPC) questionnaire - Questionnaire that measured whether a leader was task or relationship oriented. Used a sliding scale with antonyms on either end |
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Term
Fiedler Model (Part 3)
Does leadership style change? |
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Definition
| -Model assumes that leaders have a fixed leadership style that does not change |
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Term
Fiedler Model(Part 4)
Task or relationship oriented? |
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Definition
Relationship oriented-High LPC (Higher than 64 on LPC). Primarily interested in relationships with others
Task oriented - Low LPC (57 or Below on LPC). Primarily interested in productivity |
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Term
Fiedler Model (Part 5)
Three contingency factors |
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Definition
Three contingency dimensions of Fiedler Model
1. Leader-member relations - The degree of confidence, trust, and respect employees have for their leader; rated as good or poor
2. Task structure - The degree to which job assignments are formalized and procedurized; rated as either high or low
3. Position power - The degree of influence a leader has over power-based activitites such as hiring, firing, discipline, promotions, and salary increases; rated as either strong or weak |
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Term
Fiedler Model (Part 6)
Situations |
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Definition
Eight possible situations:
I, II, III classified as very favorable
IV, V, VI classified as moderately favorable
VII, VIII classified as very unfavorable |
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Term
| What do contingency theories do? |
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Definition
| Look at defining leadership style and the situation, and attempt to answer the if-then contingencies, i.e. if this is the situation, then this is the best leadership style |
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Term
| Hersey and Blanchard's Situation Leadership Theory (Part 1) |
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Definition
| Theory that focuses on followers' readiness |
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Term
Hersey and Blanchard's Situation Leadership Theory (Part 2)
Readiness |
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Definition
| The extent to which people have the ability and willingness to accomplish a specific task |
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Term
Hersey and Blanchard's Situation Leadership Theory (Part 3)
Four leadership Styles |
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Definition
1. Telling (High task-low relationship) - Leader defines roles and tells people what, how, when, and where to do various tasks
2. Selling (High task-high relationship)- The leader provides both directive and supportive behavior
3. Participating (Low task-high relationship)- Leader and follower share in decision making; the main role of the leader is facilitating and communicating.
4. Delegating (Low task-low relationship)- Leader provides little direction or support |
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Term
Hersey and Blanchard's Situation Leadership Theory (Part 4)
Stages of follower readiness |
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Definition
R1. Unable and unwilling
R2. Unable but willing
R3. Able but unwilling
R4. Able and willing |
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Term
Leader Participation Model (Part 1)
Explanation of Model |
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Definition
-Developed by Victor Vroom and Phillip Yetton
-Leadership that related leadership behavior and participation in decision making |
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Term
Path-Goal Model (Part 1)
Explanation of Model |
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Definition
-Currently one of the most respected approaches to understanding leadership
-States that it's the leader's job to assist his or her followers in attaining their goals in attaining their goals and to provide the direction or support needed to ensure tha their goals are compatible with the overall objectives of the group or organization. |
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Term
Leader Participation Model (Part 2)
Leadership Styles of Model |
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Definition
1. Decide - Leader makes decision alone
2. Consult individually - Leader presents problem to group members individually, gets their suggestions, then makes decision
3. Consult group - Leader presents the problem to group members in a meeting, gets their suggestions, then makes a decision
4. Facilitate - Leader presents the problem to the group in a meeting and, acting as a facilitator, defines the problem and the boundaries within which a decision must be made
5. Delegate - Leader permits the group to make the decision with prescribed limits |
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Term
Path-Goal Model (Part 2)
Leadership Behaviors |
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Definition
1. Directive - Lets subordinates know what's expected, schedules work, and gives specific guidance on how to accomplish tasks
2. Supportive - Friendly and shows concern for the needs of followers
3. Participative - Consults with group members and uses their suggestions before making a decision
4. Achievement-oriented - Sets challenging goals and expects followers to perform at their highest levels |
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Term
Path-Goal Model (Part 3)
Are leaders flexible or not? |
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Definition
| Model assumes that leaders are flexible and can display any or all of the leadership styles to fit the situation |
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Term
Path-Goal Model Predictions(Question 1)
When tasks are ambiguous or stressful, what leadership style leads to the greatest satisfaction? |
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Definition
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Term
Path-Goal Model Predictions(Question 2)
What leadership style results in high employee performance and satisfaction when subordinates are performing structured tasks? |
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Definition
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Term
Path-Goal Model Predictions(Question 3)
What leadership style is likely to be perceived as redundant among subordinates with high perceived ability or considerable experience? |
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Definition
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Term
Path-Goal Model Predictions(Question 4)
The clearer and more bureaucratic the formal authority relationships, the more leaders should exhibit ______ behavior and deemphasize _____ behavior |
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Definition
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Term
Path-Goal Model Predictions(Question 5)
______ leadership will lead to higher employee satisfaction when there is a substantive conflict within a work group |
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Definition
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Term
Path-Goal Model Predictions(Question 6)
Subordinates with an internal locus of control will be more satisfied with a ______ style |
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Definition
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Term
Path-Goal Model Predictions(Question 7)
Subordinates with an external locus of control will be mosre satisfied with a _____ style |
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Definition
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Term
Path-Goal Model Predictions(Question 8)
_______ leadership will increase subordinates' expectancies that effort will lead to high performance when tasks are ambiguously structured |
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Definition
| Achivement-oriented leadership |
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Term
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Definition
| Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements |
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Term
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Definition
-Provide individualized consideration and intellectual stimulation, and who possess charisma
-Capable of transcending their own self-interests for the good of the organization |
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Term
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Definition
-Example: Jeff Bezos, CEO OF Amazon.com
-Enthusiastic, self-confident leader whose personality and actions influence people to behave in certin ways |
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Term
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Definition
| The ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present presentation |
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Term
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Definition
Legitimate - Results from position
Coercive - Ability to punish or control
Reward - Ability to reward or provide benefits
Expert - Influence based on expertise, special skills, or knowledge
Referent - Arises because of a person's desirable resources or personal traits |
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Term
| How many women work in the U.S. worked in managerial and professional occupations in 2002? |
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Definition
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Term
| Do males and females use different leadership styles? |
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Definition
The general conclusion is yes.
-Women tend to adopt a more democratic or participative style
-Men tend to use a directive, command-and-control style |
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Term
| Can leadership ever be irrelevant? If so, when? |
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Definition
-Yes, when follower experience, training, professional orientation, or need for independence can neutralize the effect of leadership.
-Formal rules or goals can also supplant formal leadership |
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Term
| Which is superior, transactional or transformational leadership? |
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Definition
| Transformational. Transformational leadership builds on transactional leadership and is associated with lower turnove rrates, higher productivity, and higher employee satisfaction. The effects produced by transformational leadership go beyond transactional leadership |
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