L&MC Test 1

Leadership

is the influencing process between leaders and followers to achieve organizational objectives through change

Influencing

is the process of a leader communicating ideas, gaining acceptance of them, and motivating followers to support and implement the ideas through change

Technical Skills

involve the ability to use methods and techniques to perform a task

Interpersonal Skills

involve the ability to understand, communicate, and work well with individuals and groups through developing effective relationships

Decision-making Skills

are based on the ability to conceptualize situations and select alternatives to solve problems and take advantage of opportunities

Managerial Role Categories

Interpersonal, informational, and decisional

Levels of Analysis of Leadership Theory

Individual, group, and organizational

Leadership Theory

is an explanation of some aspect of leadership; theories have practical value because they are used to better understand, predict, and control successful leadership

Leadership Theory Classifications

include trait, behavioral, contingency, and integrative theories

Leadership Paradigm

is a shared mindset that represents a fundamental way of thinking about, perceiving, studying, researching, and understanding leadership

Leadership Trait Theories

attempt to explain distinctive characteristics accounting for leadership effectiveness

Behavioral Leadership Theories

attempt to explain distinctive styles used by effective leaders, or to define the nature of their work

Contingency Leadership Theories

attempts to explain the appropriate leadership style based on the leader, followers, and situation

Management to the Leadership Theory Paradigm

is a shift from the older autocratic management style to the newer participative leadership style of management

Evidence-Based Management

means that decisions and organizational practices are based on the best available scientific evidence

Integrative Leadership Theories

attempt to combine the trait, behavioral, and contingency theories to explain successful, influencing leader-follower relationships

Interpersonal Leadership Roles

include figurehead, leader, and liaison

Informational Leadership Roles

include monitor, dissemination, and spokesperson

Decisional Leadership Roles

include entrepreneur, disturbance handler, resource allocator, and negotiator

Achievement Motivation Theory

attempts to explain and predict behavior and performance based on a person's need for achievement, power, and affiliation

Adjustment Personality Dimension

includes traits of emotional stability and self-confidence

Agreeableness Personality Dimension

includes traits of sociability and emotional intelligence

Attitudes

positive or negative feelings about people, things, and issues

Big Five Model of Personality

categorizes traits into the dimensions of surgency, agreeableness, adjustment, conscientiousness, and openness to experience

Conscientiousness Personality Dimension

includes traits of dependability and integrity

Ethics

a standard of right and wrong that influence behavior

Leader Motive Profile

includes a high need for power, which is socialized, that is greater tahn the need for affiliation and with a moderate need for achievement

Leader Motive Profile Theory

attempts to explain and predict leadership success based on a person's need for achievement, power, and affiliation

Moral Justification

is the thinking rpocess of rationalizing why unethical behavior is used

Openness-to-Experience Personality Dimension

includes traits of flexibility, intelligence, and internal locus of control

Personality

is a combination of traits that classifies an individual's behavior

Personality Profiles

Identify individual stronger and weaker traits

Pygmalion Effect

proposes that leaders' attitude toward and expectations of followers, and their treatment of them, explain and predict followers' behavior and performance

Self-Concept

refers to the positive or negative attitudes people have about themselves

Stakeholder Approach to Ethics

one creates a win-win situation for relevant parties affected by the decision

Surgency Personality Dimension

includes dominance, extraversion, and high energy with determination

Theory X and Theory Y

attempt to explain and predict leadership behavior and performance based on the leader's attitude about followers

Traits

distinguishing personal characteristics

Acquired Needs Theory

proposes that people are motivated by their need for achievement, power, and affiliation

Content Motivation Theories

focus on explaining and predicting behavior based on people's needs

Equity Theory

proposes that people are motivated when their perceived inputs equal outputs

Expectancy Theory

proposes that people are motivated when they believe they can accomplish the task, they will get the reward, and the rewards for doing the task are worth the effort

Giving Praise Model

1) tell the employee exactly what was done correctly 2) tell the employee why the behavior is important 3) stop for a moment of silence 4) encourage repeat performance

Hierarchy of Needs Theory

proposes that people are motivated through five levels of needs: physiological, safety, belongingness, esteem, and self-actualization

Leadership Grid

identifies five leadership styles: impoverished, authority-compliance, country club, middle-of-the-road, and team leader

Leadership Style

the combination of traits, skills, and behaviors leaders use as they interact with followers

Motivation Process

how people go from need to motive to behavior to consequence to satisfaction or dissatisfaction

Motivation

is anything that affects behavior in pursuing a certain outcome

Ohio State University Leadership Model

identifies four leadership styles: low structure and high consideration, high structure and consideration, high structure and low consideration, and low structure and consideration

Process Motivation Theories

focus on understanding how people choose behaviors to fulfill their needs

Reinforcement Theory

proposes that through the consequences for behavior, people will be motivated to behave in predetermined ways

Two-Factor Theory

proposes that people are motivated by motivators rather than maintenance factors

University of Michigan Leadership Model

indentified two leadership styles: job-centered and employee-centered

Contingency Leadership Model

used to determine if a person's leadership style is task- or relationship-oriented, and if the situation matches the leader's style to maximize performance

Descriptive Leadership Models

they identify contingency variables and leadership styles without specifying which style to use in a given situation

Leadership Continuum Model

used to determine which one of seven styles to select, based on the use of boss-centered versus subordinate-centered leadership, to meet the situation, to maximize performance

Leadership Model

is an example for emulation or use in a given situation

Normative Leadership Model

has a time-driven and development-driven decision tree that enables the user to select one of the five leadership styles (decide, consult individually, consult group, facilitate, and delegate) appropriate for the situation to maximize decisions

Path-Goal Leadership Model

used to select the leadership style (directive, supportive, participative, or achievement-oriented) appropriate to the situation to maximize both performance and job satisfaction

Perscriptive Leadership Models

they tell the user exactly which style to use in a given situation

Substitutes for Leadership

include characteristics of the subordinate, task, and organization that replace the need for a leader or neutralize the leader's behavior

Coercive Power

involves punishment and withholding of rewards to influence compliance

Connection Power

is based on the user's relationship with influential people

Expert Power

is based on the user's skill or knowledge; people depend on the skill or knowledge

Information Power

is based on the user's desired date by others, involves access to vital information, and control over its distribution

Legitimate Power

is based on the user's positional power, given by the organization (the coach deciding who plays)

Negotiating

is a process in which two or more parties have something the other wants and attempt to come to an agreement

Networking

is the process of developing relationships for the purpose of socializing and politicking

One-Minute Self-Sell

is an opening statement used in networking that quickly summarizes your history and career plan and asks a question

Politics

is the process of gaining and using power

Power

is the leader's potential influence over followers

Reciprocity

involves creating obligations and developing alliances and suing them to accomplish objectives

Referent Power

is based on the user's personal relationship with others

Reward Power

is based on the user's ability to influence others with something of value to them