Cfo2, Full Range Leadership Development

Front 1

TRAIT THEORY

Back 1

States one's leadership effectiveness is based on their intelligence, self-confidence, and integrity.

Front 2

PSYCHODYNAMIC THEORY

Back 2

This argues that followers and leaders are drawn to their roles, and achieve sucess in those roles by virtue of personality types

Front 3

SKILLS THEORY

Back 3

Focuses on leaders who are emotionally intelligent and can solve problems successfully

Front 4

STYLE THEORY

Back 4

This concentrates on two types of leadership: task- or production oriented leadership and people-or relationship oriented leadership

Front 5

SITUATIONAL LEADERSHIP THEORY

Back 5

Identifies four styles a leader uses that are based on the subordinate's development level and the situation (task) at hand.

Front 6

CONTINGENCY THEORY

Back 6

States that leaders are moved into and out of various situations based on the(1) leader-follower relationship, (2) the leader's position power, and (3) the task structure

Front 7

PATH-GOAL THEORY

Back 7

This theory views leaders as trailblazers. Creating situations/ conditions for their subordinates to be successful

Front 8

LEADERSHIP-MEMBER EXCHANGE THEORY

Back 8

It is emphasized that leaders must develop specialized, individual relationships with their followers

Front 9

AUTHENTIC LEADERSHIP THEORY

Back 9

States that effective leaders are true to themselves and others and adhere to strong morals and values.

Front 10

FULL RANGE LEADERSHIP DEVELOPMENT

Back 10

Leadership training system that suggests leaders perform throughout a gamut of active and passive leadership behaviors.

Front 11

LAISSEZ-FAIRE

Back 11

Leaders who are usually absent fro their duties, considered lazy, and have poor relationships with their subordinates.

Front 12

MANAGEMENT BY EXCEPTION-PASSIVE

Back 12

Behavior where leaders hold followers accountable when standards are not met or when something goes wrong.

Front 13

MANAGEMENT BY EXCEPTION-ACTIVE

Back 13

Followers appreciate this behavior as it reduces uncertainties regarding their purpose. Leader is engaged.

Front 14

TRANSACTIONAL LEADERSHIP

Back 14

This is the most active and effective form of leadership behavior.

Front 15

SKINNER'S OPERANT CONDITIONING THEORY

Back 15

Theory that considers a method of learning that occurs through rewards and punishment for behavior. (Reinforcement)

Front 16

MCCLELLAND'S NEED THEORY

Back 16

Theory that identifies 3 essential requirements a person must satisfy to to be motivated.. (Achievement, Affiliation and Power)

Front 17

INTRINSIC MOTIVATION

Back 17

Refers to a person and their response to fun or challenges associated with a task rather than receiving external rewards.

Front 18

EXTRINSIC MOTIVATION

Back 18

Refers to a person's desire to achieve, receive, or avoid some result for his/her behavior

Front 19

CONTEMPORARY MOTIVATION

Back 19

Where a person's motivation and productivity determine their level of commitment.

Front 20

MEMBERSHIP LEVEL

Back 20

Members at this level only work to meet the minimum acceptable standard.

Front 21

TRANSFORMATIONAL LEVEL

Back 21

This is the most active and effective form of leadership behavior. Promotes both positive and meaningful changes in followers by acting as coach/mentor

Front 22

INVOLVEMENT LEVEL

Back 22

This is the highest level of commitment where members feel their personal needs are met.

Front 23

SYSTEM LEVEL REWARDS

Back 23

What an organization provides such as pay, training, medical benefits...etc.

Front 24

SUPERVISORY REWARDS

Back 24

Includes praise, time off,bonus pay, etc for those who go above and beyond the standards.

Front 25

PERSONAL REWARDS

Back 25

Like intrinsic motivation, these come from a personal satisfaction by completing tasks one enjoys.

Front 26

PERFORMANCE REWARDS

Back 26

When a person's basic needs are still being satisfied, they tend to be more involved and contribute as long as their leadership recognizes their contributions.

Front 27

INDIVIDUALIZED CONSIDERATION

Back 27

Leaders makes followers more willing to develop and make them feel valued. (Caring)

Front 28

INTELLECTUAL STIMULATION

Back 28

Leading through learning and opportunity. (Thinking)

Front 29

INSPIRATIONAL MOTIVATION

Back 29

Leading by developing and articulating optimistic visions of the future. (Charming)

Front 30

IDEALIZED INFLUENCE

Back 30

Goes beyond self-interests for the good of others.."servant leader"
(Influencing/ charisma)