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Chapter 13
| Term | Definition |
|---|---|
| Claiming | refers to actions people take to asset their identity as a leader or a follower |
| Co-leadership | occurs when leadership is divided so that no one person has unilateral power to lead |
| Collective leadership | represents views of leadership not as a property of individuals and their behaviors but as a social phenomenon constructed in interaction |
| Distributed leadership | sees leadership as a group phenomenon that is distributed among individuals (interactions, with/in context, and relies of variety of expertise) |
| Equivalence | the extent to which the amount given back is roughly the same as what was received |
| Followership | a process through which individuals choose how they will engage with leaders to co-produce leadership and its outcomes |
| Follower role orientation | defined as the beliefs followers hold about the way they should engage and interact with leaders to meet the needs of the work unit |
| Formal leadership | exerted by persons appointed or elected to positions of formal authority in organizations |
| Granting | refers to actions people take to bestow an identity of a leader or follower onto another person |
| Hollander's idiosyncrasy credits | refer to our ability to violate norms with others based on whether we have enough "credits" to cover the violation |
| Immediacy | how quickly the repayment is made |
| Implicit followership theories | preconceived notions about prototypical and antiprototypical followership behaviors and characteristics |
| Implicit leadership theories | our beliefs or understanding about the attributes associated with leaders and leadership |
| Informal leaders | exerted by persons who become influential due to special skills or their ability to meet the needs of others |
| Interest | the motive behind the exchange (pure self interest, mutual interest, other interest - pure concern for the other person) |
| Leader-member exchange (LMX) | the study of manager-subordinate relationship quality, depends on the amount of trust, respect, and loyalty in the relationship |
| Leadership | an influence process generated when acts of leading are combined with acts of following as individuals work together to attain mutual goals |
| Leadership identity construction process | involves individuals negotiating identities as leaders and followers |
| Motivation to lead | the extent to which individuals choose to assume leadership training, roles, and responsibilities |
| Norm of reciprocity | says that when one party does something for another, that party is indebted to the other until the obligation is paid |
| Power distance orientation | the extent to which one accepts that power in institutions and organizations is distributed unequally (belief that leaders are in the best position to make decisions) |
| Proactive (constructive) follower orientation | reflects the belief that followers should act in ways that are helpful, useful, and productive to leadership outcomes |
| Romance of leadership (leads to the subordination of followership) | refers to the tendency to attribute organizational outcomes (both good and bad) to only the acts and doings of leaders |
| Shared leadership | dynamic, interactive influence process among team members working to achieve goals |
| Social construction of leadership | means that leadership is constructed and produced in social and relational interactions among people acting in context |
| Social exchange theory | describes how relationships initiate and develop through processes of exchange and reciprocity |
| Trust | the social exchange is based on the belief in intention and ability of the other to repay |
| Upward leadership | occurs when leaders at lower levels influence those at higher levels to create change |
| Identity construction process | individuals negotiate identities as leaders and followers through claiming and granting |
| Passive beliefs | followers view their role in the classic sense of following - passive, deferential, and obedient to authority |
| Proactive beliefs | viewing their role as expressing opinions, taking initiative, and constructively questioning and challenging leaders |
| High quality LMX relationships | high levels of trust, respect, liking, and loyalty |
| Low quality LMX relationships | lack of trust, respect, liking, and loyalty |
| 5 characteristics of shared leadership/team performance | efficient and goal directed effort, adequate resources, competent and motivated performance, a productive and supportive climate, and a commitment to continuous improvement |
| Attributes or leadership prototypes | mental images of the characteristics that make a "good" leader, that a "real" leader would possess |
Created by:
calliemiller729