LEADERSHIP DEV IN SPORT

Vocabulary practice flashcards covering leadership theories, management vs. leadership, workplace motivation, communication and crisis management, ethical decision-making, strategic leadership, and organizational change.

Leadership

An influence relationship aimed at moving organizations or groups of people toward an imagined future that depends upon the alignment of values and the establishment of mutual purposes.

Power

A condition that allows for influence over a group or individuals and provides the ability to change another person's behavior, actions, or attitude.

Reward Power

A source of power where the leader has the ability to provide a reward to followers or subordinates.

Coercive Power

A source of power where the leader has the ability to distribute negative consequences as a result of not meeting certain expectations.

Legitimate Power

A source of power where leaders can influence others based on positional authority or things that they possess.

Referent Power

A source of power derived from the relationship between the leader and subordinate, where the leader commands such a presence of personality that group members are compelled to follow.

Expert Power

A source of power derived from having great knowledge or expertise in certain areas.

Informational Power

A source of power where the leader explains how a task or job is being done in a single situation.

Charisma (Path to Leadership)

A metaphysical force of one's personality that compels others to follow.

Great Person Theory

A leadership theory developed by Thomas Carlyle in the 1840s positing that leadership is based on intrinsic, innate traits (nature) and studied through iconic authoritative figures.

Trait Theory

A systematic approach to studying leadership focusing on identifying specific individual traits such as intelligence, self-confidence, determination, integrity, and sociability.

Situational Leadership Theory

A leadership model centered on choosing the right leadership style for the right people, requiring flexible supportive and directive behaviors based on follower maturity.

Country Club Management

A managerial grid style characterized by low concern for tasks or results and high concern for people, resulting in an emphasis on pleasing others.

Authority-Compliance Management

A managerial grid style characterized by high concern for results and low concern for people.

Path-Goal Theory of Leadership

An adaptive leadership theory positing that leaders enhance organizational output by affecting follower motivation through directive, supportive, participative, or achievement-oriented behaviors.

Transformational Leadership

A leadership style where leaders inspire, respond to individual needs, and motivate followers to change themselves and achieve more than they believed possible.

Transactional Leadership

A leadership style that motivates followers through contracts, exchanges of resources, and payment for work completed.

Idealized Influence

A dimension of transformational leadership involving charismatic behaviors and the emotional component of leadership.

Inspirational Motivation

A dimension of transformational leadership where leaders set high expectations and inspire followers to meet those expectations.

Intellectual Stimulation

A dimension of transformational leadership where leaders stimulate followers to be creative, innovative, and challenge existing ways of doing things.

Individualized Consideration

A dimension of transformational leadership that creates a supportive environment by recognizing and attending to the individual needs of followers.

Pseudo-Transformational Leadership

A leadership approach in which leaders exploit transformational behaviors to serve their own self-interest and status while violating ethical moral foundations.

Active Management by Exception

A transactional leadership dimension in which the leader actively monitors followers for mistakes or deviations from normal standards and takes corrective action.

Passive Management by Exception

A transactional leadership dimension in which the leader waits for mistakes or deviations from standards to occur before intervening.

Servant Leadership

A people-centered leadership approach where the primary objective is first to serve and then to lead, placing the interests, needs, and aspirations of others before one's own.

Stewardship

A servant leadership characteristic reflecting a willingness to take responsibility for the entire organization and prioritize its interests over personal self-interest.

Humility

A servant leadership characteristic where leaders acknowledge they can benefit from others' expertise, seek out contributions, and put followers' needs ahead of their own.

Scientific Management

An early management movement focused on motivating employees through extrinsic rewards to perform prescribed efficient physical movements.

Management

The rational assessment of a situation and systematic selection of goals, involving coordinating activities, regulating existing systems, and accepting the status quo to achieve efficiency and effectiveness.

Motivation

A collection of internal and external factors that determines the direction, effort level, and sustainability or persistence of a person's behavior.

Personal Initiative

A collection of self-starting, proactive, long-term, and goal-directed behaviors consistent with an organization's mission that persists in the face of setbacks.

Intrinsic Rewards

Non-materialistic internal outcomes that encompass personal recognition and self-achievement, such as a sense of competence or personal growth.

Extrinsic Rewards

Materialistic rewards (financial or non-financial) given for performance, such as salary, bonuses, paid vacation, health benefits, and company cars.

Autonomous Motivation

Motivation that occurs when individuals engage in an activity voluntarily because they find it interesting, enjoyable, or inherently rewarding.

Nonautonomous Motivation

Controlled motivation involving actions driven by external pressure, obligation, or instrumental reasons such as pay and recognition.

Grit

Passion and perseverance in finding the consistent motivation to pursue a long-term goal despite obstacles, peaks, and valleys.

Leader-Member Exchange (LMX) Theory

A relationship-based leadership theory focusing on the quality of social interactions between a leader and follower, where high-quality exchanges lead to elevated mutual trust, respect, and loyalty.

Porter and Lawler's Model of Motivation

A motivation model predicting that employee satisfaction is determined by the perceived equity of intrinsic and extrinsic rewards resulting from high-level performance.

Active Listening

A communication competency that substantiates the precision with which a message is received (beyond merely hearing) and demonstrates empathy toward the sender.

Intraorganizational Communication

Dialogue that occurs within the boundaries of an organization (employee communications) to establish desirable relationships between management and employees.

Interorganizational Communication

Dialogue that takes place outside the boundary of an organization and is targeted toward external publics.

Downward Communication

The stream of communication flowing down the organizational chart from supervisors to subordinates.

Horizontal Communication

The lateral transmission of messages between individuals or groups on the same level of authority within an organization.

Crisis

The perception of an unpredictable event that threatens important expectations of stakeholders regarding health, safety, environmental, or economic issues, capable of negatively impacting performance.

Scapegoating

A crisis response behavior where an organization avoids admitting fault by shifting blame and attention to an external party as the instigator.

Transcendence

A crisis response strategy where an organization attempts to reframe or posit an act from a more positive or larger perspective.

Mortification

A crisis response strategy that calls for admitting fault, offering a confession, and asking for forgiveness.

Teleology

A philosophical tradition suggesting that ethical decisions should be judged based on their consequences (whether the results are good or bad, right or wrong).

Deontology

A philosophical tradition asserting that correct ethical decisions are guided by duties, moral conduct, or established rules agreed upon by society.

Issue-Contingent Ethical Decision-Making Model

An ethical decision-making framework introduced by T. M. Jones (1991) indicating that moral intensity and situational factors influence moral recognition, judgment, intent, and behavior.

Moral Intensity

The characteristic manner in which an ethical dilemma is perceived and considered by a decision-maker, determined by factors like magnitude of consequences and social consensus.

Social Consensus

The degree of agreement within an organization or community that a proposed decision or course of action is 'good' or 'bad.'

Temporal Immediacy

The length of time that elapses between when an ethical decision is made and when its resulting consequences surface.

Four Levels of Strategy

A strategic hierarchy consisting of Corporate Strategy, Business Strategy, Functional Strategy, and Operating Strategy.

Strategic Leadership

The capacity of leaders with overall organizational responsibility to articulate a strategic vision, foresee the future, and manage and influence employees to achieve that vision.

Vision

An organization's future strategic direction indicating the course the organization takes and what its future products or services will be.

Mission

A statement identifying an organization's current products and services, whom it serves, and how it delivers value to satisfy customer needs.

Developmental Change

An organizational change process in which natural growth occurs within the organization.

Transitional Change

The most common type of organizational change, characterized by an organization slowly evolving to improve its current state gradually.

Transformational Change

A radical type of organizational change that questions existing assumptions, rejects current operating paradigms, and reshapes organizational culture.

Ambivalence

The mixed evaluations or conflicting motives that individuals experience regarding attitude objects during organizational change.

Managerial Wisdom

The capacity of a leader to understand people and recognize environmental patterns and changes.