Chapter 12

leader emergence

A part of trait theory where certain types of people will become leaders and others will not.

affective identity motivation

Motivation to lead as a result of a desire to be in charge and lead others.

noncalculative motivation

Individuals seek leadership positions because they result in personal gain.

social-normative motivation

Desire to lead out of a sense of duty or responsibility.

leader performance

A part of trait theory indicating that certain types of people are better leaders than others.

self-monitoring

A personality trait characterized by the tendency to adapt one's behavior to fit a particular social situation.

leadership motive pattern

A pattern of needs where a leader has a high need for power and a low need for affiliation.

Thematic Apperception Test (TAT)

A personality test where test-takers tell stories based on pictures shown, designed to measure various need levels.

Job Choice Exercise (JCE)

An objective test used to measure various needs levels in leadership.

managerial grid

A measure of leadership that classifies a leader into one of five leadership styles.

task-centered leaders

Leaders who define and structure their roles and the roles of their subordinates.

Theory X leaders

Leaders who believe that employees are extrinsically motivated and lead by giving directives and setting goals.

initiating structure

The extent to which leaders define and structure their roles and the roles of their subordinates.

team leadership

A leadership style concerned with both productivity and employee well-being.

impoverished leadership

A style of leadership where the leader is concerned with neither productivity nor the well-being of employees.

middle-of-the-road leadership

A leadership style reflecting a balanced orientation between people and tasks.

Leadership Opinion Questionnaires (LOQ)

A test used to measure a leader's self-perception of their leadership.

Leader Behavior Description Questionnaire (LBDQ)

A test used to measure perceptions of a leader's style by their subordinates.

Fiedler's contingency model

A theory stating that leadership effectiveness depends on the interaction between the leader and the situation.

Least-Preferred Coworker (LPC) Scale

A test used with Fiedler's model to reveal leadership style and effectiveness. Leaders identify the subordinate or employee with whom they would least want to work

task structuredness

Refers to the clarity of goals and problems in Fiedler's contingency model.

leader position power

Refers to the power a leader has to reward and punish subordinates by virtue of their position.

leader-member relations

The extent to which subordinates like or respect a leader in Fiedler's model.

Leader Match

A training program that teaches leaders how to change situations to fit their leadership styles.

IMPACT Theory

A leadership theory stating that there are 6 styles of leadership, each effective in a specific organizational climate.

informational style

Used in a climate of ignorance where leaders lead through knowledge and information.

magnetic style

Used in a climate of despair where leaders have influence due to charismatic personality.

position style

Used in a climate of instability where leaders influence through appointed authority.

affiliation style

Used in a climate of anxiety where leaders prioritize caring for others.

coercive style

Used in a climate of crisis where leaders use control over rewards and punishments.

tactical style

Used in a climate of disorganization focused on organization and strategy.

path-goal theory

a theory of leadership stating that leaders will be effective if their behavior helps subordinates achieve relevant goals

Leader-member exchange (LMX) theory

A leadership theory focusing on the interaction between leaders and subordinates.

Vertical dyad linkage (VDL) theory

A leadership theory concentrating on the interaction between leaders and their subordinates.

Vroom-Yetton Model

A theory that helps leaders choose how to make decisions.

Types of power

Different forms of power including reward, coercive, and referent.

transactional leadership

Leadership focused on task-oriented behaviors.

transformational leadership

Leadership that changes the nature and goals of an organization.

authentic leadership

Leadership theory that emphasizes honesty and serving others over self-gain.

Qualities in a leader

Important traits including vision, differentiation, values, and transmission of vision.

3 key variables to effective leadership

Wisdom, intelligence, and creativity.

person-oriented leader

A supportive leader who shows concern for employees and believes they are intrinsically motivated.

task-oriented leader

A leader who sets goals and gives orders, viewing employees as extrinsically motivated.

Types of situational leadership theory

Styles include directing, supporting, coaching, and delegating.

directing style of situational leadership theory

For employees who are unwilling and unstable.

supporting style of situational leadership theory

For employees who are unwilling but able.

coaching style of situational leadership theory

For employees who are willing but unable.

delegating style of situational leadership theory

For employees who are willing and able.

key variable of leadership

Followership.

key variable of operant leadership theory

Monitoring.

Traits of those with high leader performance

Characteristics include extraversion, openness, agreeableness, and conscientiousness.

Types of path-goal:

instrumental theory, supportive theory, participative theory, achievement-oriented theory, situational leadership theory

6 style of leadership under IMPACT:

informational, magnetic, position, affiliation, coercive, tactical

Types of leader performance

traits, cognitive ability, needs, gender, task vs. person oriented, unsuccessful leaders