Chapter 12 - Leadership

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35 Terms

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Fiedler
________ contingency model: theory that effective groups depend on a proper match between a leaders style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.
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Consideration
________: extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates ideas and regard for their feelings.
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Identification
________- based trust: trust based on a mutual understanding of each others intentions and appreciation of each others wants and desires.
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Leadership
________: ability to influence a group toward achieving a set of goals or a vision.
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Ohio State Studies
________ defined two categories of dimensions that substantially affect leadership behavior.
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Substitutes
________: attributes, such as experience and training, that can replace the need for a leaders support or ability to create structure.
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Task structure
________: degree to which job assignments are procedurized.
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Neutralizers
________: attributes that make it impossible for leader behavior to make any difference to follower outcomes.
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co worker
Least preferred ________ (LPC) questionnaire: instrument that purports to measure whether a person is task- oriented or relationship- oriented.
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Production
________- oriented leader: leader who emphasizes technical or task aspects of the job.
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Leader member
________ relations: degree of confidence, trust and respect subordinates have in their leader.
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Authentic leadership
________: ethics and trust.
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Leadership
Ability to influence a group toward achieving a set of goals or a vision
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Trait theories of leadership
Theories that consider personal qualities and characteristics that differentiate leaders from non-leaders
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Behavioral theories of leadership
Theories proposing that specific behaviors differentiate leaders from non-leaders
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Initiating structure
Extent to which a leader is likely to define and structure his/her role and those of subordinates in the search for goal attainment
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Consideration
Extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates' ideas and regard for their feelings
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Employee-oriented leader
Leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees and accepts individual differences among members
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Production-oriented leader
Leader who emphasizes technical or task aspects of the job
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Fiedler contingency model
Theory that effective groups depend on a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader
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Situational leadership theory (SLT)
Contingency theory that focuses on followers' readiness
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Path-goal theory
Theory which states that it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group/organization
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Leader-participation model
Leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations
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Leader-member exchange (LMX) theory
Theory that supports leaders' creation of in groups and out-groups; subordinates with in group status will have higher performance ratings, less turnover and greater job satisfaction
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Charismatic leadership theory
Leadership theory that states that followers make attributions of heroic/extraordinary leadership abilities when they observe certain behaviors
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Transactional leaders
Leaders who guide/motivate their followers in the direction of established goals by clarifying role and task requirements
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Transformational leaders
Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers
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Authentic leaders
Leaders who know who they are, know what they believe in and value and act on those values and beliefs openly and candidly. Their followers would consider them to be ethical people
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Socialized charismatic leadership
Leadership concept that states that leaders convey values that are other-centred VS self-centred and who role model ethical conduct
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Servant leadership
Leadership style marked by going beyond the leader's own self-interest and instead focusing on opportunities to help followers grow and develop
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Mentor
Senior employee who sponsors and supports a less-experienced employee
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Attribution theory of leadership
Leadership theory that says that leadership is merely an attribution that people make about other individuals
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Substitutes
Attributes, such as experience and training, that can replace the need for a leader's support or ability to create structure
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Neutralizers
Attributes that make it impossible for leader behavior to make any difference to follower outcomes
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Identification-based trust
Trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires