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| the systematic interrelation of all parts to the whole |
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| stepping into a role distinctly different from or opposite of a role we're accustomed to playing |
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| the relative importance, prestige or power accorded a particular role |
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| is a position assigned by an org. or specifically designated by the group leader |
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| emerges from the gorup transaction and emphasizes functions not positions |
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| move the group toward the attainment of its goals |
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| focus on the social dimension of the group |
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| serve individual needs or goals (me oriented) while impeding attainment of group goals. |
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| of the bid to play a specific role must occur before a person gets to play that role |
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| when an individual member settles into his or her primary role (once a role has been endorsed by the group) |
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| the acting out of a specific role and that role alone no matter what the situation might require |
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| transformational leadership |
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| leadership that involves change, get things done, and inspire |
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| leadership often associated with management that typically strives to maintain the status quo efficiently |
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| loosely defined as exhibiting a constellation of person attributes that group members find highly attractive and strongly influential |
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| leaders perceived to be highly transformational |
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| a leader-follower influence process, directed toward change that reflects mutual purposes of group members and is largely accomplished through competent communication |
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| an invisible barrer of subtle discrimination that excludes women from top jobs in corporate and professional America |
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| relatively enduring characteristics of an individual that highlight differences between people and that are displayed in most situations |
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| exerts control over gorup members. highly directive, not converned about making friends, --high task, low social |
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| encourages participation and responsibility from group memers. work to imporve the skills and abliities of group members. participative style. |
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| a do nothing approach to leadership. in which individuals avoid making decisions, hesitat in action and are absent when neeeded. (non-leadership). |
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| (high task, low relationship) is directive. leader provides specific instructions regarding a task and closely supervises the performance of followers but places minimal focus on developing relationships |
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| (high task, high relationship). also direction. leader explains and clarifies decisions but also tries to confince followers to accept directives. |
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| (low task, high relationship) is non directive. leader encourages shared deicison making with special emphasis on developoing relationships in the group. |
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| (low task, low relationship) non directive. leader using this style allows the group to be self directed. responsiblity for decison making and implementation rests with the group. |
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| the extent to which afollower demonstrates the ability and willingsness to accomplish a specific task. |
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| leader as completer viewpoint |
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Definition
| leaders are thought to perform those essential functions within a group that other memers have failed to perform. |
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| vital functions viewpoint |
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| sees leaders performing key responsiblities differen tin kind and/or degree from other members (LIST 166-167) |
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| a leader who focuses on the needs of followers and helps them to become more knowledgable, free, autonomous and more like servants themselves. heavy emphasis on caring for others, not advancing one's own self interest. |
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