| A | B |
|---|
| leaders | people who are able to influence others and who possess managerial authority |
| trait theories of leadership | theories that isolate characteristics that differentiate leaders from nonleaders |
| 6 traits of leaders | drive, the desire to lead, honesty and ntegrity, self confidence, intelligence, and job relevant knowledge |
| behavioral theories of leadership | theories that isolate behaviors that differentiate effective leaders from ineffective leaders |
| autocratic style of leadership | the term used to describe a leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation |
| democratic style of leadership | the term used to describe a leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees |
| democratic style | consultative and participative |
| consultative leader | seeks input andhears the concerns and issues of employees but makes the final decision him / herself. |
| participative leader | often allows employees to have a say in what's decided. Decisions are made by the group, w/ the leader providing one input to that group |
| laissez-faire style of leadership | the term used to describe a leader who gives employees complete freedom to make decisions and to decide on work methods |
| initiating structure | the extent to which a leader defines and structures his/her rol and the roles of employees to attain goals; behavior that attempts to organize work, work relationships, and goals |
| consideration | the extent to which a leader has job relationships characterized by mutual trust, respect for employees' ideas, and regard for their feelings; |
| employee oriented | the term used to describe a leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, and accepts individual differences |
| production oriented | the term used to describe a leader who emphasizes the technical or task aspects of a job, is concerned mainly w/ accomplishing tasks, and regards group members as a means to accomplishing goals |
| managerial grid (Blake and Mouton) | a two dimensional view of leadership style that is based on concern for people vs. concern for production; not shown to be very useful because it was missing a consideration of the situational factors that influence success or failure |
| Fried Fiedler contingency model | the theory that effective group performance depends on the proper match between the leader's style of interacting w/ employees and the degree to which the situation gives control and influence to the leader |
| least preferred co-worker questonnaire LPC | a questionnaire that measures whether a person is task or relationship oriented |
| assumed that leadership style is fixed and can't be changed; is not situational; only task or relationship oriented | fiedler |
| path goal theory | the theory that it is a leader's job to assist followers in attaining their goals and to provide the necessary direction and support |
| Robert House | path goal theory-effective leaders clarify the path to help their followers get from where they are to the achievement of their work goals and make the journey along the path easier by reducing roadblocks and pitfalls. |
| leader participation model | a leadership theory that provides a sequential set of rules for determining the form and amount of participation a leader should exercise in decision making according to different types of situations |
| situational leadership | a model of leadership behavior that reflects how a leader should adjust his/her leadership style in accordance w/ the readiness of followers |
| readiness | the situational leadership model term for a follower's ability and willingness to perform |
| charismatic leadership theory | the theory that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors |
| visionary leadership | the ability to create and articulate a realistic, credible, attractive vision of the future that grows out of and improves upon the present |
| transactional leaders | leaders who guide or motivate their followers toward established goals by clarifying role and task requriements |
| transformational leaders | leaders who inspire followers to transcend their own self interests for the good of the org and are capable of having a profound and extraordinary effect on followers |
| pay attention to the concerns and developmental needs of individual followers; they change followers' awareness of issues by helping those followers to look at old problems in new wayas, and they are able to excite, arouse, and inspire followers to put out that extra effort to achieve group goals | transformational leaders |
| leaders don't use any single style | they adjust their style to the situation |
| trust | the belief in the integrity, character, and ability of a leader |
| 5 dimensions of trust | integrity, competence, consistency, loyalty, and openness pg 365 |
| deterrence based trust | trust based on fear of reprisal if the trust is violated |
| knowledge based trust | trust based on the behavioral predictability that comes from a history of interaction |
| identification based trust | trust based on an emotional connection between the parties |
| kind of trust mgrs ideally seek in a team | identification based trust |
