Leadership Lecture Overview

Vocabulary flashcards summarizing major leadership concepts, theories, styles, and key terms from the lecture notes.

Leadership

A pattern of behavior in group interaction that guides the group toward goal achievement.

Designated Leadership (Formal Leader)

Leadership exercised by an individual who is officially appointed or elected to the role.

Emergent Leadership

Leadership displayed by someone who assumes a guiding role without holding a formal title or position.

Great Man Theory

The informal view that great leaders possess superior, innate attributes and are born—not made.

Trait Theory of Leadership

Approach focusing on personal attributes (demographics, abilities, character) that distinguish leaders from non-leaders.

Subject-Matter Expert Panel

Method of trait research where knowledgeable individuals identify qualities of successful leaders.

Case Histories (Trait Research)

Collecting life stories of high-level individuals to discover common leadership traits.

Sociometry

Survey technique asking group members about their feelings toward others to study leadership traits.

Behavioral Style Approach

Perspective that different patterns of leader behavior create different group outcomes.

Lewin, Lippitt & White Study (1939)

Classical research identifying distinct leader behavior styles and their effects on group behavior.

Employee-Oriented Leader

Leader who shows concern for followers’ welfare, identified at the University of Michigan.

Production-Oriented Leader

Leader focused primarily on task completion and goal attainment, identified at the University of Michigan.

Consideration (Ohio State)

Leadership behavior showing concern for the well-being and needs of group members.

Initiating Structure (Ohio State)

Leadership behavior that organizes and defines tasks to achieve goals.

Charismatic Leadership

Visionary style where a leader’s charisma motivates followers to achieve extraordinary outcomes.

Characteristics of Charismatic Leaders

High self-confidence, empathy, and skillful use of interpersonal influence to empower followers.

Fiedler’s Contingency Model

Theory stating leadership effectiveness depends on the leader’s style and situational control.

Least Preferred Coworker (LPC) Scale

Instrument Fiedler created to identify a leader as relationship-oriented or task-oriented.

Leader-Member Relations

Degree to which the leader is liked and accepted by group members; a situational variable in Fiedler’s model.

Task Structure

Clarity of goals and procedures in the work; high structure favors task-oriented leaders.

Position Power

Authority derived from organizational rank that influences leader effectiveness in Fiedler’s model.

Path-Goal Theory

House’s model viewing the leader as a motivator who clarifies paths to goals for subordinates.

Directive Leader Behavior

Path-Goal style that provides structure, clear goals, and performance standards.

Achievement-Oriented Leader Behavior

Path-Goal style that stresses excellence and sets challenging goals for followers.

Supportive Leader Behavior

Path-Goal style focusing on interpersonal relationships and emotional support.

Participative Leader Behavior

Path-Goal style encouraging subordinates to engage in decision making through mentoring and coaching.

Transformational Leadership

Style in which a visionary leader inspires followers to adopt higher values and achieve significant change.

Intellectual Stimulation

Transformational behavior that encourages creativity and problem-solving among followers.

Individual Consideration

Transformational behavior providing personalized support to develop and empower followers.

Idealized Influence

Transformational behavior where the leader serves as an ethical, value-based role model.

Inspirational Motivation

Transformational behavior that energizes followers with a compelling vision of the future.

Transactional Leadership

Leadership based on exchanges and contingent rewards for meeting stated expectations.

Leader-Member Exchange (LMX) Theory

Focuses on unique dyadic relationships between leader and each subordinate.

In-Group (LMX)

Subordinates with high-quality relationships characterized by mutual trust and shared responsibility.

Out-Group (LMX)

Subordinates in low-quality relationships, treated more formally and task-oriented by the leader.