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Ch. 11
Mngt
| Term | Definition |
|---|---|
| Leader | Someone who can influence others and who has managerial authority. |
| Leadership | The process of leading a group and influencing that group to achieve its goals. |
| Trait Theories of Leadership | Theories that isolate characteristics (traits) that differentiate leaders from nonleaders. |
| Behavioral Theories of Leadership | Theories that isolate behaviors that differentiate effective leaders from ineffective leaders. |
| Autocratic Style | A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation. |
| Democratic Style | A leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods, and uses feedback to coach employees. |
| Laissez-Faire Style | A leader who generally gives employees complete freedom to make decisions and to complete their work however they see fit. |
| Initiating Structure | The extent to which a leader defines and structures his or her role and the roles of employees to attain 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 | A leader who emphasizes the people aspects |
| Production Oriented | A leader who emphasizes the technical or task aspects. |
| Managerial Grid | A two-dimensional grid for appraising leadership styles. |
| Fiedler Contingency Model | Leadership theory that proposes that effective group performance depends on the proper match between a leader's style and the degree to which the situation allowed the leader to control and influence. |
| Least-Preferred Co-Worker (LPC) Questionnaire | A questionnaire that measures whether a leader was task or relationship focused |
| Situational Leadership Theory (SLT) | A leadership contingency theory that focuses on followers' readiness. |
| Readiness | The extent to which people have the ability and willingness to accomplish a specific task. |
| Leader-Participation Model | A leadership contingency theory that's based on a sequential set of rules for determining how much participation a leader uses in decision making according to different types of situations. |
| Path-Goal Theory | A leadership theory that says the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the organization's or group goals. |
| Transactional Leaders | Leaders who lead primarily by using social exchanges (or transactions) |
| Transformational Leaders | Leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes. |
| Charismatic Leaders | Enthusiastic, self-confident leaders whose personalities and actions influence people to behave in certain ways. |
| Visionary Leadership | The ability to create and articulate a realistic, credible, and attractive vision of the future that improves on the present situation. |
| Empowerment | The act of increasing the decision-making discretion of workers. |
| Credibility | The degree to which followers perceive someone as honest, competent, and able to inspire |
| Trust | The belief in the integrity, character, and ability of a leader. |
Created by:
Nolan12345
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