Chapter 12

leader emergence

a part of trait theory, certain types of people will become leaders and certain types will not

affective identity motivation

motivation to lead as a result of a desire to be in charge and lead others

noncalculative motivation

those who seek leadership positions because they will result in personal gain

social-normative motivation

desire to lead out of a sense of duty or responsibility

leader performance

a part of trait theory, certain types of people will be better leaders than will other types of people

self-monitoring

a personality trait characterized by the tendency to adapt one's behavior to fit a particular social situation

Types of leader performance:

traits, cognitive ability, needs, gender, task vs. person oriented, unsuccessful leaders

leadership motive pattern

the name for a pattern of needs in which a leader has a high need for power and a low need for affiliation

Thematic Apperception Test (TAT)

a personality test in which test-takers are shown picture and asked to tell stories - designed to measure various need levels

Job Choice Exercise (JCE)

objective test used to measure various needs levels

managerial grid

measure of leadership that classifies a leader into one of five leadership styles

task-centered leaders

leaders who define and structure their roles as well as the roles of their subordinates

Theory X leaders

leaders who believe that employees are extrinsically motivated and thus lead by giving directives and setting goals

initiating structure

extent to which leaders define and structure their roles and the roles of their subordinates

team leadership

a leadership style in which the leaders is concerned with both productivity and employee well-being

impoverished leadership

style of leadership in which the leader is concerned with neither productivity nor the well-being of employees

middle-of-the-road leadership

leadership style reflecting a balanced orientation between people and tasks

Leaderships Opinion Questionnaires (LOQ)

a test used to measure a leader's self-perception of his or her leadership

Leader Behavior Description Questionnaire (LBDQ)

a test used to measure perceptions of a leader's style by his or her subordinates

Fiedler's contingency model

theory of leadership that states that leadership effectiveness is dependent on the interaction between the leader and the situation

Least-Preferred Coworker (LPC) Scale

a test used in conjunction with Fiedler's contingency model to reveal leadership style and effectiveness - leaders identify the subordinate or employee with whom they would least want to work

task structuredness

the variable in Fiedler's contingency model that refers to the extent to which tasks have clear goals and problems can be solved

leader position power

the variable in Fiedler's contingency model that refers to the extent to which a leader, by the nature of his or her position, has the power to reward and punish subordinates

leader-member relations

variable in Fiedler's contingency model that refers ti the extent to which subordinates like a leader

Leader Match

training program that teaches leaders how to change situations to match their leadership styles

IMPACT Theory

theory of leadership that states that there are 6 styles of leadership that are all effective in only one of 6 organizational climates

6 style of leadership under IMPACT:

informational, magnetic, position, affiliation, coercive, tactical

Organizational climates:

climate of ignorance, climate of despair, climate of instability, climate of anxiety, climate of crisis, climate of disorganization

informational style

used in climate of ignorance - leader leads through knowledge and information

magnetic style

used in climate of despair - leader has influence because of his or her charismatic personality

position style

used in climate of instability - leaders influence others by virtue of their appointed or elected authority

affiliation style

used in climate of anxiety - individual leads by caring about others

coercive style

used in climate of crisis - individual leads by controlling reward and punishment

tactical style

used in climate of disorganization - person leads through organization and strategy

path-goal theory

a theory of leadership stating that leaders will be effective if their behavior helps subordinates achieve relevant goals

Types of path-goal:

instrumental theory, supportive theory, participative theory, achievement-oriented theory, situational leadership theory

Leader-member exchange (LMX) theory

leadership theory that focuses on the interaction between leaders and subordinates

Vertical dyad linkage (VDL) theory

leadership theory that concentrates on the interaction between the leader and his or her subordinates

Vroom-Yetton Model

theory of leadership that concentrates on helping a leader choose how to make a decision

Types of power:

reward, coercive, referent

transactional leadership

leadership style in which the leader focuses on task-oriented behaviors

transformational leadership

leadership which the leader changes the nature and goals of an organization

authentic leadership

leadership theory stating that leaders should be honest and open and lead out a desire to serve others rather than a desire for self-gain

Qualities in a leader:

vision, differentiation, values, transmission of vision and values, flaws

3 key variables to effective leadership

wisdom, intelligence, creativity

person-oriented leader

supportive, shows concern for employees, believes employees are intrinsically motivated

task-oriented leader

sets goals and gives orders, believes employees are lazy and extrinsically motivated

Types of situational leadership theory

directing, supporting, coaching, delegating

directing style of situational leadership theory

for employees who are unwilling and unstable

supporting style of situational leadership theory

for employees who are unwilling and able

coaching style of situational leadership theory

for employees who are willing and unable

delegating style of situational leadership theory

for employees who are willing and able

key variable of leadership

followership

key variable of operant leadership theory

monitoring

Traits of those with high leader performance

extraversion, openness, agreeableness, and conscientiousness