Chapter 12 - Leadership

Fiedler

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.

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.

Identification

________- based trust: trust based on a mutual understanding of each others intentions and appreciation of each others wants and desires.

Leadership

________: ability to influence a group toward achieving a set of goals or a vision.

Ohio State Studies

________ defined two categories of dimensions that substantially affect leadership behavior.

Substitutes

________: attributes, such as experience and training, that can replace the need for a leaders support or ability to create structure.

Task structure

________: degree to which job assignments are procedurized.

Neutralizers

________: attributes that make it impossible for leader behavior to make any difference to follower outcomes.

co worker

Least preferred ________ (LPC) questionnaire: instrument that purports to measure whether a person is task- oriented or relationship- oriented.

Production

________- oriented leader: leader who emphasizes technical or task aspects of the job.

Leader member

________ relations: degree of confidence, trust and respect subordinates have in their leader.

Authentic leadership

________: ethics and trust.

Leadership

Ability to influence a group toward achieving a set of goals or a vision

Trait theories of leadership

Theories that consider personal qualities and characteristics that differentiate leaders from non-leaders

Behavioral theories of leadership

Theories proposing that specific behaviors differentiate leaders from non-leaders

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

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

Employee-oriented leader

Leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees and accepts individual differences among members

Production-oriented leader

Leader who emphasizes technical or task aspects of the job

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

Situational leadership theory (SLT)

Contingency theory that focuses on followers' readiness

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

Leader-participation model

Leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations

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

Charismatic leadership theory

Leadership theory that states that followers make attributions of heroic/extraordinary leadership abilities when they observe certain behaviors

Transactional leaders

Leaders who guide/motivate their followers in the direction of established goals by clarifying role and task requirements

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

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

Socialized charismatic leadership

Leadership concept that states that leaders convey values that are other-centred VS self-centred and who role model ethical conduct

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

Mentor

Senior employee who sponsors and supports a less-experienced employee

Attribution theory of leadership

Leadership theory that says that leadership is merely an attribution that people make about other individuals

Substitutes

Attributes, such as experience and training, that can replace the need for a leader's support or ability to create structure

Neutralizers

Attributes that make it impossible for leader behavior to make any difference to follower outcomes

Identification-based trust

Trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires