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Definition
| process of influencing others to achieve group or organizational goals |
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Term
| difference between leaders and managers |
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Definition
| leaders are concerned with doing the right thing while mangers are concerned with doing things right |
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| leaders begin with the question |
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| how can we do what we are already doing better? |
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vision
mission
goals
objectives |
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Definition
productivity
efficiency
preservers of the status quo |
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Definition
| leadership theory that holds that effective leaders possess a similar set of traits or characteristics |
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Term
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Definition
| relatively stable characteristics such as abilities, psychological motives, or consistent patterns of behavior |
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Term
| leaders are different from nonleaders in the following traits |
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Definition
drive
the desire to lead
self-confidence
honesty/integrity
emotional stability
cognitive ability
knowledge of the buisness |
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Term
| 2 basic leadership behaviors |
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Definition
initiating structure
consideration |
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Term
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Definition
degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks
affects subordinates job performance |
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Term
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Definition
extent to which a leader is friendly, approachable, and supportive and shows concern for employees.
affects subordinates job satisfaction |
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Definition
considered the best
work accomplished is from committed people, interdependence through a common stake in organizational purpose leads to relationships of trust and respect |
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Term
| 5.5 Middle of the road management |
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Definition
| adequate organization performance through balancing the need to get work done with maintaining morale of people at a satisfactory level |
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Term
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Definition
| efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree |
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Term
| 1,1 Impoverished management |
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Definition
| exertion of minimum effort to get required work done is appropriate to sustain organization membership |
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Term
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Definition
| the way the leader generally behaves toward followers |
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Term
| Fiedlers contingency theory |
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Definition
| assumes that leadership styles are consistent and difficult to change |
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Term
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Definition
| in order to maximize work group performance, leaders must be matched tot he right leadership situation |
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Term
| First basic assumption of Fiedlers theory is |
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Definition
| that leaders are effective when the work groups they lead perform well. |
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Term
| Fiedler assess leaders by the |
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Definition
| conduct and performance of the people they supervise |
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Term
| Fiedlers third contingency theory |
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Definition
| assumes that the favorableness of a situation for a leader depends on the degree to which the situation permits the leader to influence the behavior |
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Term
| Fiedlers second contingency theory |
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Definition
| assumes that leaders are generally unable to change their leadership styles and that they will be more effective when their styles are matched tot he proper situation |
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Term
| Fiedlers view of leadership style |
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Definition
| he means the way that leaders generally behave toward their followers |
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Term
LPC
Least preferred coworker |
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Definition
| scale to measure leadership style |
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Definition
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Definition
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Term
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Definition
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Term
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Definition
| degree to which the requirements of a subordinates tasks are clearly specified |
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Term
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Definition
| which leaders are able to hire, fire, reward, and punish workers |
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Term
| 3 situational factors determine the favorability of a situation |
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Definition
leader-member relations
task structure
position power |
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Term
| Most important of the situational factors |
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Definition
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Term
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Definition
| which refers to how well followers respect, trust, and like their leaders |
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Term
Adapting Leader behavior:
path goal theory |
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Definition
| leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment |
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Term
| Leaders must meet 2 conditions for path clarification |
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Definition
leader behavior must be a source of immediate or future satisfaction for followers
must complement and not duplicate the characteristics of followers work environments |
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Term
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Definition
Initiating structure
Consideration |
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Term
| Fiedler’s Contingency Theory |
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Definition
| In order to maximize work group performance, leaders must be matched to the right leadership situation. |
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Term
Leaders are effective when the work group they lead performs well.
Leaders are generally unable to change their leadership styles, and they will be more effective when their styles are matched to the proper situation.
The favorableness of a situation permits the leader to influence the behavior of group members. |
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Definition
| Fiedler’s Contingency Theory |
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Term
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Definition
Leadership style = the way that leaders generally behave toward their followers.
Leadership styles are tied to leaders’ underlying needs and personalities.
Relationship-oriented
Task-oriented |
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Term
| Situational Favorableness |
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Definition
| The degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members. |
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Term
Leader-member relations
Task structure
Position power |
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Definition
| Situational Favorableness |
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Term
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Definition
Fiedler assumes leaders to be incapable of changing their leadership styles.
The key − matching leaders to situations…
…or teaching leaders how to change situational favorableness |
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Term
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Definition
| Leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment. |
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Term
Leader behavior must be a source of immediate or future satisfaction for followers.
Leaders must complement, not duplicate the characteristics of followers’ work environments |
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Definition
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Term
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Definition
Directive
Supportive
Participative
Achievement-oriented |
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Term
| Subordinate Contingencies |
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Definition
Perceived ability
Experience
Locus of control
internals vs. externals |
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Term
| Environmental Contingencies |
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Definition
Task structure
Formal authority system
Primary work group |
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Term
| Normative Decision Theory |
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Definition
| Helps leaders decide how much employee participation (from none to letting employees make the entire decision) should be used when making decisions. |
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Term
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Definition
| Creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting. |
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Term
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Definition
| The behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship with followers. |
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Term
Articulate a clear vision for the future that is based on strongly held values or morals
Model those values by acting in a way consistent with the vision
Communicate high performance expectations to followers
Display confidence in followers’ abilities to achieve the vision |
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Definition
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Term
| Transformational Leadership |
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Definition
| Generates awareness and acceptance of a group’s purpose and mission and gets employees to see beyond their own needs and self interests for the good of the group. |
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Term
| Components of Transformational Leadership |
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Definition
Charismatic leadership or idealized influence
Inspirational motivation
Intellectual stimulation
Individualized consideration |
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Term
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Definition
| Based on an exchange process in which followers are rewarded for good performance and punished for poor performance. |
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