BUS250 Chapter 14 - Leadership

leadership

the process of influencing others to achieve group or organizational goals

management

getting work done through others

leading

inspiring and motivating workers to work hard to achieve organizational goals

trait theory

a leadership theory that holds that effective leaders possess a similar set of traits or characteristics

traits

relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behavior

initiating structure

the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks

consideration

the extent to which a leader is friendly, approachable, and supportive and shows concern for employees

leadership style

the way a leader generally behaves toward followers

contingency theory

a leadership theory that states that to maximize work group performance, leaders must be matched to the situation that best fits their leadership style

situational favorableness

the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members

leader-member relations

the degree to which followers respect, trust, and like their leaders

task structure

the degree to which the requirements of a subordinate’s tasks are clearly specified

position power

the degree to which leaders can hire, fire, reward, and punish workers

situational theory

a theory that states that leaders need to adjust their leadership styles to match followers’ readiness

performance readiness

the ability and willingness to take responsibility for directing one’s behavior at work

path-goal theory

a leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and increasing the number and kinds of rewards available for goal attainment

directive leadership

when the leader lets employees know precisely what is expected of them, gives them specific guidelines for performing tasks, schedules work, sets standards of performance, and makes sure people follow standard rules and regulations

supportive leadership

when the leader is friendly and approachable to employees, shows concern for employees and their welfare, treats them as equals, and creates a friendly climate

participative leadership

when the leader consults employees for their suggestions and input before making decisions

achievement-oriented leadership

when a leader sets challenging goals, has high expectations of employees, and displays confidence that employees will assume responsibility and put forth extraordinary effort

normative decision theory

a theory that suggests how leaders can determine an appropriate amount of employee participation when making decisions

quality rule

states that if the quality of the decision is important, do not use an autocratic decision style

leader information rule

states that if the quality of the decision is important, and if the leader does not have enough information to make the decision on their own, they do not use an autocratic decision style

subordinate information rule

states that if the quality of the decision is important, and if the subordinates do not have enough information to make the decisions themselves, then do not use a group decision style

goal congruence rule

states that if the quality of the decision of important, and subordinates’ goals are different from the organization’s goals, then do not use a group decision style

problem structure rule

states that if the quality of the decision is important, the leader does not have enough information to make the decision on their own, and the problem is unstructured, then do not use an autocratic decision style

commitment probability rule

states that if having subordinates accept and commit to the decision is important, then do not use an autocratic decision style

subordinate conflict rule

states that if having subordinates accept the decision is important and critical to successful implementation, and subordinates are likely to disagree or end up in conflict over the decision, then do not use an autocratic or consultative decision style

commitment requirement rule

states that if having subordinates accept the decision is absolutely required for successful implementation, and subordinates share the organization’s goals, then do not use an autocratic or consultative style

visionary leadership

leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting

charismatic leadership

the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers

transformational leadership

leadership that generates awareness and acceptance of a group’s purpose and mission

transactional leadership

leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance