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32 Cards in this Set
- Front
- Back
Leadership
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-the process of influencing other to facilitate and attain the organization's goals
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Three Elements of Leadership
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1. behavior process
2. interpersonal in nature 3. aimed at influencing a group towards goals |
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Three Approaches to Leadership
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1. trait
2. behavioral 3. situational |
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Trait Approach
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-deals with specific traits of leaders (personality)
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Behavioral Approach
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-what a leader does to contribute to the group performance and satisfaction
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Ohio State Studies
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-consideration
-initiating structure |
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Consideration
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-leader behavior that reflects a leader's concern for members' well-being
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Initiating Structure
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-leader's concern for clarifying the roles for both the leader and the members
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Michigan Studies
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-employee orientation
-production orientation |
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Employee Orientation
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-reflects the degree to which the leader is concerned with human relations
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Production Orientation
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-degree to which the leader is concerned with the technical aspects of the job
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Bowers and Seashore's Four Dimensions of Leader Behavior
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1. support
2. interaction facilitation 3. goal emphasis 4. work facilitation |
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Situational Theories of Leadership
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-ven diagram between:
1. the leaders 2. the members 3. the organization |
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Contingency Model
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=leader's style + operation + fit between style and situational favorableness
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Leadership Style
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-the tendency of an individual to emphasize a task accomplishment or interpersonal relation in a task situation
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Least Preferred Coworker
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-a person the respondent has had the greatest amount of difficulty working with in the past
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Situational Favorableness
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-the degree to which the situation permits or facilitates the exercise of influence of the leader
-three factors: leader member relations, task structure, position power |
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Leader-Member Relations
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-the degree to which the members like and respect the leader
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Task Structure
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-the more structured the task, the more it contributes to situational favorableness
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Position Power
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-authority invested in the leader
-control he has over rewards and sanctions |
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Contingency Effects
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-task-oriented leaders (low LPC) were more effective in situations of very low, or very high favorableness
-process oriented leaders (high LPC) were more effective in situations of moderately favorable situations |
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McClelland's Model of Managerial Motivation
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-need for affiliation
-need for achievement -need for power |
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Path Goal Theory Behaviors
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-focuses on members goals and how to get there
1. instrumental 2. supportive 3. participative 4. achievement-oriented |
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Adaptive Reactive Theory
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-adapt vs. react
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Adaptive Behavior
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-degree to which the leaders adapts to the requirements of the organizational system (macro)
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Reactive Behavior
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-leaders behavior in reaction to member preferences and the differences among the tasks performed (micro)
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Types of Power
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1. legitimate
2. reward 3. coercive 4. expert 5. referent |
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Legitimate Power
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-based on the position the person hold in the organization
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Reward
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-ability of leader to give reward to subordinate
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Coercive Power
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-capacity to administer punishment on others
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Expert Power
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-expertise and knowledge one possesses
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Referent Power
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-stems from the liking or admiration people have towards the person
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