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Definition
As a process: focusing on what leaders actually do
As a property: characteristics attributed to individuals perceived to be leaders |
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| People who can influence the behaviors of others without having to rely on force; those accepted by others as leaders |
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| The ability to affect the behavior of others |
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| power granted thru the organizational hierarchy; the power defined by the organization to be accorded to people occupying particular positions |
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| the power to give or withhold rewards, such as salary increases, bonuses, promotions, praise, recognition, and interesting job assignments |
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| the power to force compliance by means of emotional, psychological, or physical threat |
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| the personal power that accrues to someone based on identification, imitation, loyalty, and charisma |
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| the personal power that accrues to someone based on the info or expertise that they possess |
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| Job-centered leader behavior |
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Definition
| the behavior of leaders who pay close attention to the job and work procedures involved with that job |
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| employee-centered leader behavior |
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| the behavior of leaders who develop cohesive work groups and ensure employee satsifaction |
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| initiating-structure behavior |
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Definition
| the behavior of leaders who define the leader-subordinate role so that everyone knows what is expected, establish formal lines of communication, and determine how tasks will be performed |
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| the behavior of leaders who show concern for subordinates and attempt to establish a warm, friendly, and supportive climate |
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| the part of the Managerial Grid that deals with the job and task aspects of leader behavior |
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| the part of the Managerial Grid that deals with the human aspects of leader behavior |
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Definition
| a theory of leadership that suggests that the appropriate style of leadership varies with situational favorableness |
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| least-preferred coworker (LPC) measure |
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Definition
| the measuring scale that asks leaders to describe the person with whom he or she is able to work least well |
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Definition
| a theory of leadership suggesting that the primary functions of a leader are to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to those rewards |
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| Vroom's decision tree approach |
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Definition
| predicts what kinds of situations call for different degrees of participation |
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| leader-member exchange (LMX) model |
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Definition
| stresses that leaders have different kinds of relationships with different subordinates |
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| substitutes for leadership |
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Definition
| a concept that identifies situations in which leader behaviors are neutralized or replaced by characteristics of subordinates, the task, and the organization |
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| assumes that charisma is an individual characteristic of the leader |
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| a form of interpersonal attraction that inspires support and acceptance |
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| transformational leadership |
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Definition
| leadership that goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking |
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| the capability to understand the complexities of both the organization and its environment and to lead change in the organization in order to achieve and maintain a superior alignment between the organization and its environment |
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| the activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes |
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| a direct and intentional effort by someone to enhance his or her image in the eyes of others |
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| the attitude or feelings workers have about the organization and their total work life |
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| quality of work life (QWL) |
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Definition
| factors in the work environment contributing positively or negatively to workers' physical and emotional well-being and job satisfaction |
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Definition
| the result of the interaction of a person's internal needs and external influence- involving perceptions of equity, expectancy, previous conditioning, and goal setting- which determine how a person will behave |
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| physiological or psychological conditions in humans that act as stimuli for behavior |
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| a group of motivation theories emphasizing the needs that motivate people |
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Definition
| a group of theories that explain how employees choose behaviors to meet their needs and how they determine whether their choices were successful |
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Definition
| maintenance factors (such as salary, status, working conditions) that do not relate directly to a person's actual work activity; but when of low quality are the cause of unhappiness on the job |
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| the conditions, intrinsic to the job, that can lead to an individual's job satisfaction |
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| a motivation theory establishing three categories of human needs: existence needs, relatedness needs, and growth needs |
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| a motivation theory stating that three factors influence behavior: the value of rewards, the relationship of rewards to the necessary performance, and the effort required for performance |
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| a motivation theory that states a supervisor's reactions and past rewards and penalties affect employees' behavior |
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| a motivation theory in which comparisons of relative input-outcome ratios influence behavior choices |
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| a motivation theory stating that behavior is influenced by goals, which tell employees what they need to do and how much effort they need to expend |
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| a manager's attitude about work and the people who perform it, which influences the motivation approaches he or she selects |
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| a philosophy of management with a negative perception of subordinates' potential for and attitudes toward work |
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| a philosophy of management with a positive perception of subordinates' potential for and attitudes toward work |
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| the application of motivational theories to the structure of work, to increase output and satisfaction |
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| an element of job redesign that refers to the variety of tasks incorporated into a job |
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| an element of job redesign referring to the degree of discretion an employee has to alter the job |
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| increasing the variety or the number of tasks in a job, not the quality or the challenge of those tasks |
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| temporarily assigning people to different jobs or tasks on a rotating basis |
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| designing a job to provide more responsibility, control, feedback, and authority for decision making |
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| entrepreneurship within an organization, allowing employees flexibility and authority in pursuing and developing new ideas |
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