Term
| one who centralizes knowledge |
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Definition
| A manager is... (pertaining to knowledge) |
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Term
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Definition
| A leader is... (pertaining to knowledge) |
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Term
| Characteristics of managers |
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Definition
| rational, analytical, deliberate, stabilizing, consulting, persistent, problem-solving, tough-minded, structured, authoritative (characteristics of ____) |
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Term
| Characteristics of leaders |
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Definition
| visionary, passionate, creative, inspiring, flexible, innovative, courageous, imaginative, experimental, independent (characteristics of ____) |
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Term
| individual or the organization |
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Definition
| Power can originate from either the ___ or the ___. |
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Term
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Definition
| Power is the perception of ____. |
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Term
1) importance of the role
2) the strength of the individual (mental or physical)
3) the potential for personal influence |
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Definition
| What causes people to grant power and influence to a person? (3) |
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Term
1) Legitimate
2) Reward
3) Coercive |
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Definition
| List the 3 types of organizational power |
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Term
1) Expert
2) Referent
3) Subordinate |
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Definition
| List the 3 types of personal power |
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Term
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Definition
| power that stems from a formal management position in an organization |
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Term
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Definition
| power that stems from the authority to bestow rewards on others; example: pay increase, promotion, recognition, praise |
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Term
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Definition
| power that stems from the authority to punish or recommend punishment; examples: right to hire/fire/demote/criticize/withdraw pay increases |
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Term
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Definition
| power that stems from social skill or knowledge |
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Term
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Definition
| power that stems from personality characteristics that command subordinates' identification w/respect and admiration for, and desire to emulate the leader |
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Term
| Subordinate power (and example) |
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Definition
| power that stems from legal and just control extended upward within an organization; stems from an employee's value to the organization as a result of the tasks performed; example: airline pilots' "strike" |
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Term
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Definition
| employee behavior within the psychological zone that is viewed as being unacceptable even though requested by a superior (resulting in ____) |
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Term
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Definition
| those behaviors that employees will perform; or, the psychological zone that encompasses acceptable behaviors requested by a superior that employees will follow |
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Term
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Definition
| the potential to influence others' behavior |
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Term
1) adapt
2) provide stable performance
3) demand high standards of performance (challenging tasks)
4) provide emotional support
5) give frequent feedback (helps influence success)
6) have a strong customer orientation
7) recover quickly from setbacks
8) play the role of servant leader: give employees tools, manpower, etc. needed to reach goals |
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Definition
| 8 behaviors of effective leaders; consistency very important b/c goals are challenging (actions for success) |
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Term
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Definition
| someone whose job is to provide for others |
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Term
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Definition
| people-oriented leaders are best for organizations that need... |
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Term
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Definition
| production-oriented leaders are best for organizations that need... |
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Term
| unclear future, high turnover, weak leaders, distrust within company |
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Definition
| list examples of need for people-oriented leaders |
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Term
| to solve immediate crisis, change quickly, company is in very positive (needs leader to sustain) or very negative (here's what we need to do) situation |
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Definition
| list examples of need for production-oriented leaders |
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Term
1) trait
2) behavior
3) contingency |
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Definition
| list the 3 approaches to the study of leadership |
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Term
self confidence
aggressiveness
easy going
high self-esteem
need for power
risk taking
Machiavellianism
introverted
internal locus of control
need for affiliation
openness
authoritarianism |
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Definition
| list the universal "leadership traits" |
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Term
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Definition
| cunning, devious, scheming (one of the universal leadership traits) |
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Term
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Definition
| think things through, scan environment before making decisions (one of the universal leadership traits) |
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Term
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Definition
| leadership traits suggest that leaders are____, not ____ |
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Term
| behavioral theories of leadership |
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Definition
| since researchers could not discover a specific group of traits, they moved to which type of theories? |
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Term
| behavioral theories of leadership |
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Definition
| leadership is not who you are, but what you do; 3 studies focused on 2-D model of leadership styles examining the balance b/t people/relationships and production/task structure |
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Term
University of Michigan study dimensions
Ohio State study dimensions
University of Texas study dimensions
Blake and Mouton Leadership Grid dimensions |
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Definition
| which studies support behavioral leadership? (4) |
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Term
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Definition
| Fiedler's Contingency theory supports that leadership cannot be ____. |
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Term
1) leader-member relations
2) task structure
3) position power |
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Definition
| List the 3 major characteristics of leadership situations |
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Term
| leader-member relations (good or poor) |
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Definition
| the degree of confidence, trust, and respect subordinates have of their leader; the degree to which these relations contribute to productive interactions |
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Term
| task structure (clear task, high or low) |
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Definition
| the degree to which job assignments are formalized and procedural and the degree to which followers are familiar with the component tasks of a job assignment |
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Term
| position power (strong or weak) |
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Definition
| by being in that position, leader will be respected; the degree of influence a leader has over power-based activities such as hiring, firing, discipline, and promotion |
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Term
| the leadership situation is either very positive or very poor |
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Definition
| task-related leaders are effective when... |
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Term
| situations are ambiguous in nature |
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Definition
| relationship-oriented leaders are best when... |
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Term
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Definition
| a person's motivational structure (which cannot be changed) determines leadership style and that the appropriateness of leadership style is determined by the situation; leaders can change situational factors to better match their style |
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Term
| "path through the woods, w/goal at end; supports that leadership is flexible and can be learned/changed; effective leaders compensate for shortcomings in their followers and/or work setting |
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Definition
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Term
| leaders give followers tools to achieve goals while removing obstacles; they communicate goals and develop/promote reward systems |
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Definition
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Term
| be acceptable by employees, an must behave in ways that are valuable to employees and help them reach their goals; flexible and creative! |
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Definition
| Path-goal leaders must... (relating to their employees) |
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Term
From most to least authority (pick style that fits situation):
Authoritarian (autocratic)
Consultive
Consensus (democratic)
Democratic majority
Laissez-faire (free-rein) |
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Definition
| 5 Leadership styles (under path-goal theory) |
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Term
| Authoritarian (authoritative) |
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Definition
| leaders retain most of the authority for themselves |
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Term
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Definition
| leader gathers opinions then makes the decision |
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Term
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Definition
| participatory: everyone votes together- leaders share decision making w/group members |
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Term
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Definition
| requires 50% plus 1 vote (more than half) |
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Term
| Laissez-faire (free-rein) |
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Definition
| (you decide); leaders turn over virtually all authority and control to the group |
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Term
| Leadership styles along a leadership continuum |
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Definition
| the typical pattern of behavior that a leader uses to influence his or her employees to achieve organizational goals |
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Term
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Definition
| can be learned; matches leadership style to the readiness of the group members- who becomes leader and why? who rises up when group is in state of confusion? |
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Term
1) Task behavior
2) Relationship behavior
3) Readiness
All need to me present for leader to rise. |
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Definition
| List the 3 components of the situational leadership model |
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Term
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Definition
| the extent to which a leader defines tasks and responsibilities (ex. we are in trouble, need to get out of here) |
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Term
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Definition
| the extent to which a leader communicates with others |
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Term
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Definition
| extent to which a group member has the ability and willingness to accomplish the task |
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Term
1) possess a vision
2) inspire trust
3) intellectually stimulating
4) help group members feel capable
5) masterful communicators
6) energy and action oriented (drive energy)
7) provide inspiration |
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Definition
| Qualities of transformational and charismatic leaders (7) |
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Term
| Transformational leadership (and examples) |
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Definition
| anyone who helps organizations grow and change; example: Jack Welch (GE) and owner of Patagonia |
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Term
| Charismatic leadership (and examples) |
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Definition
| influences others based on personal charm, inspiration, magnetism, emotion; example: Larry Elison (Oracle) and Jim Jones (cult leader) |
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Term
1) excessive focus on cost
2) failure to perceive benefits
3) lack of coordination and cooperation
4) uncertainty avoidance
5) fear of loss |
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Definition
| What barriers to change do leaders have to deal with? (5) |
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Term
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Definition
| developing a protege through coaching, tutoring, and guidance and is used in organizations to achieve improved performance and greater diversity; very beneficial- a formal relationship that moves information up, helps bottom and top connect |
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Term
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Definition
| a short-term relationship b/t a supervisor and an employee and is usually focused on resolving a performance problem |
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Term
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Definition
| direct observation of the work activities of a mentor; allows someone to follow (mirror) another to learn about the job |
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Term
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Definition
| Leaders treat different employees differently; "in with the boss" vs. "not in with the boss" (p. 496-499) |
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Term
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Definition
| 2 people providing leadership; used in large, complex projects (p. 496-499) |
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Term
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Definition
| providing a service to others (p. 496-499) |
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Term
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Definition
| the use of information technology to communicate; more of a leadership-trait than a leadership style (p. 496-499) |
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