Term
|
Definition
| someone who can influence others & has managerial authority |
|
|
Term
|
Definition
| guide/motivate their followers in the direction of established goals |
|
|
Term
|
Definition
| creative significant change in the lives of people & organizations |
|
|
Term
| 4 elements of transformational leaders |
|
Definition
1. individualized consideration
2. intellectual stimulation
3. inspirational motivation
4. idealized influence |
|
|
Term
|
Definition
|
|
Term
|
Definition
| leadership can be learned |
|
|
Term
|
Definition
|
|
Term
|
Definition
autocratic;
democratic (democratic-consultative & democratic-participative);
laissez-faire |
|
|
Term
|
Definition
| consideration vs. initiation structure |
|
|
Term
|
Definition
| employee-oriented leader vs. production oriented leader |
|
|
Term
| [LIKERT] New Patterns of Management (4) |
|
Definition
exploitative authoritative (using threats)
benevolent authoritative (based on mostly punishment, some reward)
consultative (mostly rewards, some punishment)
**participative |
|
|
Term
| Most effective New Pattern of Management |
|
Definition
|
|
Term
|
Definition
| continuum of leadership styles (from autocratic to democratic to laissez-faire) |
|
|
Term
|
Definition
| first contingency model - Fiedler Contingency Model |
|
|
Term
| Least-Preffered Coworker Questionnaire (LPC) |
|
Definition
| used to measure a leader's style based on if they rated the least preferred coworker nicely or not |
|
|
Term
| Fiedler's 3 Contingency Dimensions |
|
Definition
1. leader-member relations
2. task structure
3. position power |
|
|
Term
| Most effective in Fiedler's model |
|
Definition
task-oriented leaders when situation was either highly unfavorable or highly favorable.
person-oriented in moderately favorable to unfavorable |
|
|
Term
|
Definition
| Situational Leadership Theory |
|
|
Term
| Situational Leadership Theory |
|
Definition
leaders should adjust their leadership in accordance with the readiness of their followers
acceptance vs readiness |
|
|
Term
|
Definition
1. A follower is both unable and unwilling to do a job.
2. A follower is unable to do the job but willing to perform necessary tasks.
3. A follower is able to do the job but unwilling to be told what to do.
4. A follower is both able and willing to do the job. |
|
|
Term
| 4 leadership styles with SLT |
|
Definition
1. telling
2. selling
3. participating
4. delegating |
|
|
Term
|
Definition
|
|
Term
|
Definition
| leader assists followers to set & attain goals that are compatible with organizational objectives |
|
|
Term
| Path-Goal Theory Behaviors |
|
Definition
1. directive leader
2. supportive leader
3. participative leader
4. achievement-oritented leader |
|
|
Term
|
Definition
| the ability to create and articulate a realistic, credible, and attractive vision of the future that improves upon the present situation |
|
|
Term
|
Definition
| servant first. leader first |
|
|
Term
|
Definition
want to serve others;
non-materialistic;
not focused on power/control;
focused on growing people |
|
|
Term
|
Definition
1. drive
2. desire to lead
3. honesty & integrity
4. self-confidence
5. intelligence
6. job-relevant knowledge
7. extraversion |
|
|
Term
|
Definition
|
|
Term
| Best kind in The Managerial Grid |
|
Definition
|
|
Term
|
Definition
| followers attribute extraordinary or heroic abilities to persons who exhibit the following behaviors: extremely high confidence, dominance, and strong convictions. |
|
|
