Busy. Please wait.

show password
Forgot Password?

Don't have an account?  Sign up 

Username is available taken
show password


Make sure to remember your password. If you forget it there is no way for StudyStack to send you a reset link. You would need to create a new account.
We do not share your email address with others. It is only used to allow you to reset your password. For details read our Privacy Policy and Terms of Service.

Already a StudyStack user? Log In

Reset Password
Enter the associated with your account, and we'll email you a link to reset your password.
Didn't know it?
click below
Knew it?
click below
Don't know
Remaining cards (0)
Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.

  Normal Size     Small Size show me how

chapter 16 and 17

attitude theory a theory stating that beliefs leaders hold about people greatly influences both the manager's behavior and the follower's responses
behavioral theories greatest predictors of leadership effectiveness are the behaviors and abilities that people learn over time
big l leaders label used to describe individuals in formal positions of authority
emotional intelligence a group of soft skills critical for productive interactions with others
follower-oriented leaders they express greater concern for the follower than the task at hand. these leaders demonstrate supportive behavior
laissez-faire leadership a hands-off approach to leadership
leadership process through which an individual attempts to intentionally influence another individual or group in order to accomplish a goal
leader individuals who influence by setting direction for others, communicating a common vision, and motivating and inspiring followers
little l leaders label that describes people with influence who do not possess a formal position of authority
manager people who influence by providing order and consistency through the activities of planning, budgeting, organizing, staffing, controlling, and problem solving
power ability to influence
situational theories the greatest predictor of leadership effectiveness and success is the situation faced by leaders and how leaders react to those situations
structure degree to which a leader frames responsibilities and goals for achieving tasks
supportive behavior degree to which a leader indicates respect and concern for followers
task-oriented leaders focus on accomplishing the assigned job with much less concern about the followers who accomplish the job
trait theories the greatest predictors or leadership effectiveness and success are the traits and dispositions with which people are endowed at birth or develop early in life
behavioral interviews ask applicants to provide examples about past events and what the applicant did during those events
equal opportunity employment commission (EEOC) charged with enforcing laws associated with the Federal Civil Rights Act
federal civil rights act of 1964 law and its amendments prohibit the discrimination in employment hiring, promotion, compensation, and treatment based upon gender, race, age, religion and other characteristics
performance standards clearly written, objective expectations of how well employees must do their jobs
position (or job) descriptions contain detailed information on training, experience, knowledge, and skills necessary for minimally acceptable employees
progressive discipline series of managerial actions that escalate incrementally when unacceptable performance does not improve within a specified time period
situation (or role play) interviews ask candidates to describe what they would do if faced with a difficult imaginary situation. assess applicant's imaginations and their ability to think up quick solutions to problems
stress interviews deliberately attempt to unnerve candidates by asking blunt, even rude questions.
traditional interviews gather general information about candidates by engaging them in a general conversation about themselves.
Created by: purple_amethyst



Use these flashcards to help memorize information. Look at the large card and try to recall what is on the other side. Then click the card to flip it. If you knew the answer, click the green Know box. Otherwise, click the red Don't know box.

When you've placed seven or more cards in the Don't know box, click "retry" to try those cards again.

If you've accidentally put the card in the wrong box, just click on the card to take it out of the box.

You can also use your keyboard to move the cards as follows:

If you are logged in to your account, this website will remember which cards you know and don't know so that they are in the same box the next time you log in.

When you need a break, try one of the other activities listed below the flashcards like Matching, Snowman, or Hungry Bug. Although it may feel like you're playing a game, your brain is still making more connections with the information to help you out.

To see how well you know the information, try the Quiz or Test activity.

Pass complete!

"Know" box contains:
Time elapsed:
restart all cards