Leadership Traits, Behaviours, & Issues

Vocabulary-style flashcards covering leadership traits, management styles, motivational theories, stress management, and team dynamics based on the lecture notes.

Leadership Traits

Key characteristics including Drive, Self-confidence, Creativity, Cognitive ability, Business knowledge, Motivation, Flexibility, and Honesty and integrity.

Country Club Manager

A leadership style (Human Relation Style) that focuses on people’s needs and building relationships.

Team Manager

A leadership style (Democratic Style) that focuses on building participation and support for a shared purpose.

Impoverished Manager

A leadership style (Laissez-faire Style) that focuses on minimum effort to get work done.

Authority-Obedience Manager

A leadership style (Autocratic Style) that focuses on the efficiency of tasks and operations.

Middle-of-Road-Manager

A leadership style that focuses on balancing work output and morale.

Superleaders

Persons whose vision and strength of personality have an extraordinary impact on others.

Charismatic Leaders

Leaders who develop special leader-follower relationships and inspire others in extraordinary ways.

Transactional Leadership

Leadership that directs the efforts of others through tasks, rewards, and structures, often characterized by an absence of enthusiasm and emotion.

Transformational leadership

A leader who is truly inspirational and arousing others to seek extraordinary performance accomplishments.

Emotional Intelligence

The ability of people to manage themselves and their relationships effectively, composed of self-awareness, self-regulation, motivation, empathy, and social skill.

Moral Leadership

Ethical leadership that adheres to moral standards meeting the test of “good” rather than “bad” and “right” rather than “wrong.”

Integrity

A leader’s honesty, credibility, and consistency in putting values into action.

Authentic leadership

A style that activates performance through positive physical states of confidence, hope, optimism, and resilience.

Drucker’s ‘Old-fashioned’ Leadership

The concept that leadership is more than charisma; it is hard work involving the definition of mission, accepting responsibility, and earning trust.

Emotions

A strong feeling directed toward someone or something.

Moods

Generalized positive and negative feelings or states of mind that may persist for some time.

Stress

A state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities.

Stressors

Things that cause stress originating in work, personal, and non-work situations.

Constructive Stress (Eustress)

Stress that acts as a positive influence and can be energizing and performance enhancing.

Destructive Stress (Distress)

A negative influence occurring when intense or long-term stress breaks down a person’s physical and mental systems.

Motivation

The forces within the individual that account for the level, direction, and persistence of effort expended at work.

Rewards

A work outcome of positive value to the individual.

Extrinsic Rewards

Valued outcomes given to someone by another person.

Intrinsic Rewards

Valued outcomes that occur naturally as a person works on a task.

Needs

Unfulfilled physiological and psychological desires that create tensions influencing attitudes and behavior.

Hierarchy of needs theory

Developed by Abraham Maslow; suggests lower-order (physiological, safety, social) and higher-order (esteem, self-actualization) needs affect workplace behavior.

ERG Theory

Developed by Clayton Alderfer; includes three need levels: Existence, Relatedness, and Growth.

Hygiene factors

Elements of the job context (working conditions, salary, policies) that are sources of job dissatisfaction according to Frederick Herzberg.

Satisfier factors

Elements of the job content (achievement, recognition, responsibility) that are sources of job satisfaction according to Frederick Herzberg.

Acquired Needs Theory

Developed by David McClelland; proposes that people acquire needs for Achievement (nAch), Power (nPower), and Affiliation (nAff) through life experiences.

Goal-Setting Theory

Developed by Edwin Lock; suggests properly set and well-managed task goals can be highly motivating.

Social loafing

A common problem in teams where individuals exert less effort when working collectively than when working individually.