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Definition
| An influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes |
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| The attainment of organizational goals in an effective and efficient manner through planning, staffing, directing, and controlling. |
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| A written, spoken, or implied contract wherein people accept either a superior or subordinate role and see the use of coercive as well as non-coercive behavior as an acceptable way of achieving desirable results. |
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| A leader who is open to learning and change and encourages the growth and development of others. |
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| Leaders were born with certain heroic leadership traits and natural abilities of power and influence. A single man who put everything together. |
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| Researchers looked to see if leaders had particular universal traits of characteristics that distinguished them from non-leaders. 1920's |
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Term
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| Failure to identify a universal set of traits led researchers to begin looking at what a leader does, rather than who he or she is. 1950's |
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| Researchers began to consider contextual and situational variables that influence what leadership behaviors will be effective. The idea is that leaders can analyze their situation and tailor their behavior to improve leadership effectiveness |
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| Examine influence processes between leaders and followers. Inspiring vision of the future. |
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| 1970's-ideas of leadership have focused on the relational aspect, how leaders and followers interact and influence one another. |
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Term
| Five Key Elements of Leadership |
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Definition
| 1. leaders-followers, 2. influence, 3. organizational objectives, 4. change, 5. people |
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| Includes leadership and extraversion traits. AKA dominance and want to be in charge |
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| Traits related to getting along with people. This is strong when a person is warm and caring, easygoing and compliant, compassionate and gentle, and friendly and sociable. |
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| Traits related to emotional stability |
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| Traits related to achievement. On a continuum between responsible/dependable to irresponsible/undependable. |
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| Traits related to being willing to change and try new things. They are imaginative, nonconforming, unconventional, and autonomous. |
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Term
| Traits of Effective Leaders |
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Definition
| Dominance, High energy, Self-confidence, Locus of Control, Stability, Integrity, Intelligence, Flexibility, Sensitivity to others. |
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Term
| Achievement Motivation Theory |
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Definition
| Attempts to explain and predict behavior and performance based on a person's need for achievement, power, and affiliation |
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Term
| Leader Motive Profile Theory |
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Definition
| Attempts to explain and predict leadership success based on a person's need for achievement, power, and affiliation. |
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Term
| Leader Motive Profile (LMP) |
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Definition
| A high need for power, which is socialized; that is, greater than the need for affiliation and with a moderate need for achievement. |
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Term
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Definition
| Positive or negative feelings about people, things, and issues. |
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Term
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| Employees dislike work and must be closely supervised in order to do their work. Managers tend to have a negative, pessimistic view of employees and display more coercive and autocratic leadership styles using external means of controls. |
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Definition
| Employees like to work and do not need to be closely supervised in order to do their work. Managers have a positive, optimistic view of employees and display more participative leadership styles using internal motivation and rewards. |
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| Leaders' attitudes toward and expectations of followers, and their treatment of them, explain and predict followers' behavior and performance. |
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| Refers to the positive or negative attitudes people have about themselves. If you have a positive self-concept about yourself you tend to have the positive self-confidence trait. |
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Term
| Post-Conventional Moral Development |
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Definition
| Behavior is motivated by principles of right and wrong, regardless of the expectations of the leader or group. |
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| Conventional More Development |
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Definition
| Living up to expectations of acceptable behavior defined by others motivates behavior to fulfill duties and obligations. |
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| Pre-Conventional Moral Development |
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Definition
| Self-interest motivates behavior to meet one's own needs to gain rewards while following rules and being obedient to authority to avoid punishment. "I lie to customers to sell more products and get higher commission checks." |
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Term
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Definition
| The process of conveying information and meaning. Leadership is about influencing others, and we do so through communications. |
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Term
| The Oral Message-Sending Process |
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Definition
| 1. Develop rapport, 2. State your communication objective, 3. Transmit your message, 4. Check the receiver's understanding, 5. Get a commitment and follow up. |
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Term
| Message-Receiving Process |
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Definition
| Includes listening, analyzing, and checking understanding |
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| The process of verifying messages and determining if objectives are being met. |
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| The process of having the receiver restate the message in their own words. This checks if they comprehend what you just said to them. |
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| Used to explain the process managers go through in determining the reasons for effective or ineffective performance and deciding what to do about it. |
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Term
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Definition
| Performance as a function of ability, motivation, and resources. |
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