| A | B |
|---|
| Assigned Leadership | Based on a formal title or position in an organization (Northouse). |
| Emergent Leadership | Results from what one does and how one acquires support from followers (Northouse). |
| Leadership | A process whereby an individual influences a group of individuals to achieve a common goal. |
| Leadership has been a topic of interest from the beginning of time. Leadership theory has progressed from leader-centric behavior studies identifying traits of effective leaders | to follower-centered leadership theories focused on the value of those being led |
| Leader-centric | A type of leadership in which the leader believes more in his or her own vision and abilities than in those of the followers. |
| Follower-centric | A type of leadership that seeks to “treat employees as the most valuable organizational assets |
| Situational-centric | Focuses on the ability of a leader to modify his management behavior to the level of his subordinates' maturity or sophistication. |
| Management | The process of dealing with or controlling things or people with in a group. |
| Great Man Theories | Great leaders are born possessing certain traits that enable them to rise and lead. |
| Trait Theories | Based on an early assumption that leaders are born and that these “born” leaders possess the correct qualities and traits best suited to leadership. Common identified character traits of such leaders include: intelligence |
| Behavioral Theories | Behavior is the best predictor of leadership influences |
| Participative Leadership | A managerial style that invites input from employees on all or most company decisions. The staff is given pertinent information regarding company issues |
| Contingency/Situational Theories | Successful leaders alter leadership tactics to fit with the different levels of a company or to match their style to the maturity level of the people he/she is leading at the time. |
| Transactional Leadership | Leaders promote compliance through rewards and punishment and are able to motivate for the short-term. |
| Transformational Leadership | Leaders work with teams to identify needed change |
| Emerging Leadership Approaches | Most recently adopted leadership approaches. |
| Authentic Leadership | Building trust through honest |
| Spiritual Leadership | Demonstrate values |
| Servant Leadership | Attentive to the concerns of followers |
| Leadership Style | The way a leader chooses to act to motivate or cause others to perform activities designed to achieve specific objectives. |
| Autocratic Leadership Style | Leader reaches a decision |
| Democratic Leadership style | A set of leadership characteristics favoring social equality that encourages participation of all team members in the decision-making process. |
| Laissez-faire Leadership style | A leadership philosophy or practice characterized by a usually deliberate abstention from direction or interference especially with individual freedom of choice and action. |
| Theory X | Management assumption that workers dislike work and must be coerced |
| Theory Y | A participative style of management which “assumes that people will exercise self-direction and self-control in the achievement of organizational objectives to the degree that they are committed to those objectives”. |
| Theory Z | Management approach emphasizing employee participation as the key to increased productivity and improved quality of work life. Belief that management should create an environment for employees that values both performance and involvement. |
