Leadership Flashcards

Vocabulary flashcards related to leadership.

Leadership

The process by which a person exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals.

Leader

An individual who exerts influence over other people to help achieve group or organizational goals, inspires, motivates and directs activities of the subordinates

Personal Leadership Style

The specific ways in which a manager chooses to influence others shapes the way that manager approaches the other tasks of management.

Servant Leader

A leader who has a strong desire to serve and work for the benefit of others, shares power with followers, and strives to ensure that followers’ most important needs are met.

Legitimate Power

The authority that a manager has by virtue of his or her position in an organizational hierarchy.

Reward Power

The ability of a manager to give or withhold tangible and intangible rewards.

Coercive Power

The ability of a manager to punish others.

Expert Power

Power that is based on special knowledge, skills, and expertise that a leader possesses.

Referent Power

Power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty.

Empowerment

Giving employees at all levels the authority to make decisions, be responsible for their outcomes, improve quality, and cut costs.

Trait Model

This model focuses on identifying personal characteristics that cause effective leadership. Examples include intelligence, dominance, self-confidence, high energy, maturity, tolerance for stress, knowledge & expertise.

Consideration

Behavior indicating that a manager trusts, respects, and cares about subordinates.

Initiating Structure

Behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective.

Contingency Models

Whether or not a manager is an effective leader is the result of the interplay between what the manager is like, what he or she does, and the situation in which leadership takes place.

Fiedler’s Model

Personal characteristics can influence leader effectiveness and a leader's style is the manager’s characteristic approach to leadership.

Relationship-Oriented Leaders

Leaders whose primary concern is to develop good relations with their subordinates and to be liked by them.

Task-Oriented Leaders

Leaders whose primary concern is to ensure that subordinates perform at a high level and focus on task accomplishment.

Leader-Member Relations

The extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading.

Task Structure

The extent to which work is clear-cut so that a leader’s subordinates know what needs to be accomplished and how to go about doing it; when high, the situation is more favorable for leading.

Position Power

The amount of legitimate, reward, and coercive power leaders have by virtue of their position; leadership situations more favorable for leading when position power is strong.

Path-Goal Theory

Effective leaders motivate subordinates to achieve goals by clearly identifying the outcomes that subordinates are trying to obtain, rewarding workers with these outcomes for high-performance and goal attainment, and clarifying the paths to the attainment of the goals.

Directive Behaviors

Setting goals, assigning tasks, showing subordinates how to complete tasks, and taking concrete steps to improve performance.

Supportive Behavior

Expressing concern for subordinates and looking out for their best interests.

Participative Behavior

Giving subordinates a say in matters that affect them.

Achievement-Oriented Behavior

Setting very challenging goals, believing in workers’ abilities.

Leader Substitutes Model

A characteristic of a subordinate or characteristic of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary.

Transformational Leadership

Makes subordinates aware of the importance of their jobs and performance to the organization, makes subordinates aware of their own needs for personal growth and development, and motivates workers to work for the good of the organization, not just themselves.

Charismatic Leader

An enthusiastic, self-confident transformational leader who is able to clearly communicate his or her vision of how good things could be.

Intellectual Stimulation

Behavior a leader engages in to make followers be aware of problems and view these problems in new ways, consistent with the leader’s vision.

Developmental Consideration

Behavior a leader engages in to support and encourage followers and help them develop and grow on the job.

Transactional Leadership

Transactional leaders motivate subordinates by rewarding them for high performance and reprimanding them for low performance.

Emotional Intelligence

Helps leaders develop a vision for their firm, motivates subordinates to commit to the vision, and energizes subordinates to work to achieve the vision.