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Management Chapter 8
Terms from Supervisory Management Chapter 8
| Term | Definition |
|---|---|
| Leadership | Influencing individual and group activities toward goal achievement |
| Theory X | The average person has an inherent dislike of work and wishes to avoid responsibility |
| Theory Y | Work is as natural as play or rest |
| Readiness level | The state of a person's drive or need for achievement |
| Leadership Grid | Categorizes leadership styles according to concern for people and concern for production results |
| Authority compliance | The leader has a high concern for production results and uses a directive approach |
| Country club management | High concern for people |
| Middle-of-the-road management | Places equal emphasis on people and production |
| Impoverished management | Management with little concern for people or production |
| Team management | High concern for both people and production |
| Life-cycle theory of leadership | Leadership behaviors should be based on the readiness level of the employees |
| Task behaviors | Clarifying a job, telling people what to do and how and when to do it, providing follow-up, and taking corrective action |
| Relationship behaviors | Providing people with support and asking for their opinions |
| Situational Leadership Model | Shows the relationship between the readiness of followers and the leadership style |
| Structuring and telling style | Used with individuals or groups relatively less ready for a given task |
| Coaching and selling style | Used with individuals or groups with potential but haven't realized it fully |
| Participating and supporting style | Best used with ready individuals or groups |
| Delegating and empowering style | Used with exceptionally ready and capable individuals and groups |
| Continuum of Leadership Behavior | The full range of leadership behaviors in terms of the relationship between a supervisor's use of authority and employee's freedom |
| Developmental leadership | An approach that helps groups evolve effectively and achieve highly supporting, open, creative, committed, high-performing membership |
| Heroic managers | Managers who have a great need for control or influence and who want to run things |
| Transformational leadership | Converts followers into leaders and may convert leaders into moral agents |
| Transactional leadership | Leaders identify desired performance standards and recognize what types of rewards employees want from their work |
| Adaptive leadership | Organizational members take a hard look at the past to identify what to hold on to, while deciding what needs to go. Employee participation in the change process is key |
| Servant leadership | Defines success as giving and measures achievement by devotion to serving and leading. Winning becomes the creation of community through collaboration and team building. |
| Emotional intelligence | The capacity to recognize and accurately perceive one's own and others' emotions, to understand the significance of these emotions, and influence one's actions based on this analysis |
Created by:
JuliRae
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