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| Individual within a group or an organization who wields the most influence over others. |
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| The process whereby one indivisual influences other group members toward the attainment of defined group or organizational goals. |
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| The view that leaders possess special traits that set them apart from others, and that these traits are responsible for their assuming positions of power and authority. |
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| The desire to influence others, especially toward the attainment of shared goals. |
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| Personalized Power Motivation |
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| Leaders' desire to influence others. |
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| Socialized Power Motivation |
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| Leaders' interest in cooperating with others, developing networks and coalitions, and generally working with subordinates rather than trying to control them. |
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| Highly moral individuals who are confident, hopeful, optimistic, and resilient, and who are highly aware of the contexts in which they operate. |
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| Multiple Domains of Intelligence |
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| Intelligence as measured in several different ways, such as cognitive intelligence (traditional measures of the ability to integrate and interpret information), emotion intelligence (the ability to be sensitive to one's own and others' emotions) and cultural intelligence) awareness of cultural differences between people. |
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| A person's sensitivity to the fact that leaders operate differently in different cultures. |
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| Drive, honesty and integrity, leadership motivation, self-confidence, cognitive ability, knowledge of business, creativity and flexibility. |
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| 8 Characteristics of Successful leaders |
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| Desire for acheivement; ambition; high energy; tenacity; initiative |
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| Trustworthy; reliable; open |
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| Desire to exercise influence over others to reach shared goals. |
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| Intelligence; ability to integrate and interpret large amounts of info |
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| Knowledge of the Business |
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| Knowledge of industry and relevant technical matters. |
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| Ability to adapt to needs of ollowers and requirements of situations. |
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| A style in leadership in which the leader makes all decisions unilaterally. |
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| Participative Leadership Style |
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| A style of leadership in which the leader permits subordinates to take part in decision making and also permits them a considerable degree of autonomy in completing routine work activities. |
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| Autocratic-delegation continuum model |
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Definition
| An approach to leadership describing the ways in which leaders allocate influence to subordinates. This ranges from controlling everything to allowing others to make decisions for themselves. Between these extremes are more participative forms of leadership-consulting and making joint decisions. |
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| Two-dimensional model of subordinate participation |
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| An approach to leadership that describes the nature of the influence leaders give followers. It distinguishes between leaders who are directive or permissive toward subordinates, and the extent to which they are participative or autocratic in their decision making. Individual leaders may be classified into four types in terms of where they fall when these two dimensions are combined. |
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| Makes decisions participatively; closesly supervises subordinates. |
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| Makes decisions participatively; giving subordinates lattitude in carrying out their own work. |
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| Makes decisions unilaterally; closely supervises subordinates. |
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| makes decisions unilaterally; gives subordinates latitude in carrying out their own work. |
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| Initiating Structure/Production-Centered |
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| Activities by a leader designedt o enhance productivity or task performance. Leaders who focus primarily on these goals are described as demonstrating a task-oriented style. |
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| Consideration/Person-Centered |
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| Actions by a leader that demonstrate concern with the welfare of subordinates and establish positive relations with them. Leaders who focus primareily on this task are often described as demonstrating a person-oriented style. |
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| A multi-step process designed to cultivate concern for people and concern for production. |
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| Leader-Member Exchange (LMX) Model |
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| A theory suggesting that leaders form different relations with various subordinates adn that the nature of such dyadic exchanges can exert strong effects on subordinates' performance and satisfaction. |
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| An approach to leadership that turns the traditional management hierchy upside-down by empowering people to make their own decisions. |
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| Attribution approach (to leadership) |
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| The approach to leadership that focuses on leaders' attributions of followers performance-that is, their perceptions of its underlying causes. |
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| Rally 'round the flag effect |
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| THe tendency for followers to make positive attributions about their leaders when they appear to be working to keep things together during a crisis situation. |
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| Leaders who exert especially powerful effects on followers by virtue of the attributions followers make about them. Such individuals have high amounts of self-confidence, present a clearly articulated vision, behave in extraordinary ways, are recognized as change agents, and are sensivite to teh environmental constraints they face. |
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| A type of leadership based on methodically developing solutions to problems and working them through in a thorough manner. |
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| Transformational Leadership |
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| Leadership in which leaders use their charisma to transform and revitalize their organizations. |
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| Contingency Theories of Leader Effectiveness |
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| Any of several theories which recognize that certain styles of leadership are more effective in some situations than others. |
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| A theory suggesting that leader effectiveness is determined both by characteristics of leaders and by the level of situational control they are able to exert over subordinates. |
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| short for "esteem for least preferred co-worker" a personality variable distinguishing between individuals with respect to their concern for people (high) and their concern for production (low) |
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| The practice of matching leaders (based on their LPC scores) to the groups whose situations best match those in which they are expected to be most effective (according to LPC contingency theory). |
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| Situational Leadership Theory |
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| A theory suggesting that the most effective style of leadership (either delegating, participating, selling, or telling) depends on the extent to which followers require guidance and directions, and emotional support. |
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| A theory of leadership suggesting that subordinates will be motivated by a leader only to the extent they perceive this individual as helping them to attain valued goal. |
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| Normative Decision Theory |
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| A theory of leader effectiveness focusing primarily on strategies for choosing the most effective approach to making decisions. |
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| Substitutes for Leadership |
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| The view that high levels of skill among subordinates or certain features of technology and organizational structure sometimes serve as substitutes for leaders, rendering their guidance or influence superfluous. |
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| The practice of systematically training people to expand their capacity to function effectively in leadership roles. |
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| The process of using multiple sources from around an organization, and outside it, to evaluate the work of an individual-often used for leaders to learn what people think about them. |
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| A leadership development tool designed to help people make connections to others to whom they can turn for information and problem solving. |
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| In china, a person's network of personal and business connections. |
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| A technique of leadership development that involves custom-tailored, on-on-one learning aimed at improving an individual leader's performance. |
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| A leadership development technique involving a continuous process of learning and reflection that is supported by colleagues and that emphasizes getting things done. |
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