Term
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Definition
| influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members. |
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Term
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Definition
| the view that leadership is broadly distributed, rather than assigned to one person, such that people within the team and organization lead each other. |
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Definition
Competency
Behavioral
Contingency
Transformational
Implicit |
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Term
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Definition
| the leader's high levels or extroversion and conscientiousness |
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Term
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Definition
| the leader's beliefs and positive self-evaluation about his or her own leadership skills and ability to achieve objectives |
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Term
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Definition
| the leader's inner motivation to pursue goals |
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Term
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Definition
| the leader' truthfulness and tendency to translate words into ideas |
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Term
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Definition
| the leader's need for socialized power to accomplish team or organizational goals |
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Term
| Knowledge of the Business |
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Definition
| the leader's tacit and explicit knowledge about the company's environment, enabling the leader to make more intuitive decisions |
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Term
| Cognitive and Practical Intelligence |
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Definition
| the leader's above-average cognitive ability to process information and ability to solve real-world problems by adapting to, shaping, or selecting appropriate environments |
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Term
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Definition
| the leader's ability to monitor his or her own an others' emotions, discriminate among them, and use the information to guide his or her thoughts and actions |
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Term
| Path-Goal Leadership Theory |
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Definition
| a contingency theory of leadership based on the expectancy theory of motivation that relates several leadership styles to specific employee and situational contingencies |
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Term
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Definition
| the view that leaders serve followers, rather than vice versa; leaders help employees fulfill their needs and are coaches, stewards and facilitators or employee performance. |
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Term
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Definition
Directive
Supportive
Participative
Achievement-oriented |
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Term
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Definition
Skills and Experience
Locus of Control |
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Term
| Environmental Contingencies |
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Definition
Task Structure
Team Dynamics |
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Term
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Definition
Employee Motivation
Employee Satisfaction
Leader Acceptance |
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Term
| Situational Leadership Theory |
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Definition
| A commercially popular but poorly supported leadership model stating that effective leaders vary their style (telling, selling, participating, delegating) with the "readiness" of followers. |
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Term
| Fiedler's Contingency Model |
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Definition
| Developed by Fred Fiedler, an early contingency leadership model that suggests that leader effectiveness depends on whether the person's natural leadership style is appropriately matched to the situation |
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Term
| Situational Contingencies |
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Definition
Situational control is affected by three factors in the following order of importance: leader-member relations, task structure, and position power.
Leader-member relations refers to how much employees trust and respect the leader and are wiling to follow his or her guidance.
Task structure refers to the clarity or ambiguity of operating procedures.
Position power is the extent to which the leader possesses legitimate, reward, and coercive power over subordinates. |
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Term
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Definition
| a theory identifying contingencies that either limit a leader's ability to influence subordinates or make a particular leadership style unnecessary. |
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Term
| Transformational Leadership |
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Definition
| a leadership perspective that explains how leaders change teams r organizations by creating, communicating and modeling a vision for the organization of work unit and inspiring employees to strive for that vision. |
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Term
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Definition
| leadership that helps organizations achieve their current objectives more efficiently, such as by linking job performance to valued rewards and ensuring that employees have the resources needed to get the job done |
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Term
| Elements of Transformational Leadership |
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Definition
| Develop a strategic vision Communicate the vision Model the vision Build commitment to the vision |
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Term
| Implicit Leadership Theory |
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Definition
| a theory stating that people evaluate a leader's effectiveness in terms of how well that person fits preconceived beliefs about the features and behaviors of effective leaders (leadership prototypes) and that people tend to inflate the influence of leaders on organizational events |
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