Leadership Final

Team

Type of organizational group that is composed of members who are interdependent, who share common goals, and who must coordinate their activities to accomplish these goals

“Virtual” Teams

Geographically dispersed individuals who meet via various forms of communication technology to achieve common goals

Shared Team Leadership

Leadership that occurs when members of the team take on leadership behaviors to influence the team and to maximize team effectiveness

Team Leadership Capacity

Shared leadership encompassing the leadership repertoire of the entire team

Performance

The quality of the team’s work toward task accomplishment

Development

The cohesiveness of the team and the ability of team members to satisfy their own needs while working effectively with other team members

Ethics

The kinds of values and morals an individual or a society finds desirable or appropriate, usually involving the virtuousness of individuals and their motives

Preconventional Morality

Reasoning based on self-interest, avoiding punishment, and rewards

Conventional Morality

Reasoning based on society’s views and expectations

Postconventional Morality

Reasoning based on conscience and creating a just society

Ethical Egoism

An ethic that a person should act so as to create the greatest good for themselves

Utilitarianism

An ethic that one should behave so as to create the greatest good for the greatest number

Altruism

An ethical approach that suggests that actions are moral if their primary purpose is to promote the best interests of others

Deontological Perspective

An ethical approach focusing on the actions of the leader and their moral obligations and responsibilities to do the right thing

Conformers

Psychologically immature followers who go along with destructive leaders to satisfy unmet needs such as emptiness, alienation, or need for community

Colluders

Followers who may respond to destructive leaders because they are ambitious, desire status, or see an opportunity to profit

Principles of Ethical Leadership

Respect, service, justice, honesty, and community

Glass Ceiling

The invisible barrier preventing women from ascending into elite leadership positions (Hymowitz & Schellhardt, 1986)

Leadership Labyrinth

A metaphor for the numerous barriers preventing women from ascending into leadership positions, meant to give an impression of a journey riddled with challenges all along the way (Eagly & Carli, 2007)

Glass Cliff

The idea that when women are promoted to leadership positions, they are more likely than men to be appointed to precarious leadership situations associated with greater risk and criticism (Ryan et al., 2011)

Followership

A process whereby an individual or individuals accept the influence of others to accomplish a common goal

Role-based Followership

Followership approach that focuses on followers in regard to the typical roles or behaviors they exhibit while occupying a formal or informal position within a hierarchical system

Relational-based Followership

Followership approach that focuses on the interpersonal process and one person’s attempt to influence and the other person’s response to these influence attempts

The Zaleznik Typology

A followership typology that uses a matrix that displays four types of followers’ behaviors: withdrawn, masochistic, compulsive, and impulsive

The Kelley Typology

The most recognized followership typology that sorts followers’ styles on two axes: independent critical thinking--dependent uncritical thinking and active--passive. The dimensions result in five followership types: passive, conformist, alienated, pragmatics, and exemplary

Passive Followers

Followers who look to the leader for direction and motivation

Conformist Followers

Followers who are always on the leader’s side but still looking to the leader for direction and guidance

Alienated Followers

Followers who think for themselves and exhibit a lot of negative energy

Pragmatics

“Fence-sitters” who support the status quo but do not get on board until others do

Exemplary Followers

Followers who are active and positive and offer independent constructive criticism

The Chaleff Typology

A followership typology constructed using two characteristics of courageous followership: the courage to support the leader and the courage to challenge the leader’s behaviour and policies. This typology differentiates four styles of followership: resource, individualist, implementer, and partner

The Kellerman Typology

A followership typology that differentiates followers in regard to level of engagement. This typology includes five levels of follower engagement: isolates, bystanders, participants, activists, and diehards

Isolates

Followers who are completely unengaged, detached, and do not care about their leaders

Bystanders

Followers who observe and do not participate. They are aware of the leader’s intentions but deliberately choose to not become involved

Participants

Followers who are partially engaged and willing to take a stand on issues, either supporting or opposing the leader

Activists

Followers who feel strongly about the leader and the leader’s policies and are determined to act on their own beliefs. They are change agents

Diehards

Followers who are engaged to the extreme. They are deeply committed to supporting the leader or opposing the leader

Leadership Co-created Process

A theoretical approach to followership that conceptualized followership as a give-and-take process where one individual’s following behaviors interact with another individual’s leading behaviors to create leadership and its resulting outcomes

Reversing the Lens

An approach to followership that focuses on how followers affect leaders and organizational outcomes and emphasizes that followers can be change agents