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Chapter 14
| Term | Definition |
|---|---|
| Achievement-oriented leadership | motivation focused and builds subordinates' confidence to achieve high standards through its focus on excellence and goal setting |
| Adaptive leadership | operates in the interface between the administrative and entrepreneurial systems and fosters conditions for emergence |
| Administrative leadership | occurs in formal, managerial roles and focuses on alignment and control aimed at driving business results |
| Authoritarian (or autocratic) leadership | involves making decisions independently with little or no input from others |
| Behavioral approach | focuses on identifying categories of relevant leadership behavior and examining their effects on performance and other outcomes (interviews, questionnaires) |
| Bass's transactional leadership | refers to the exchange relationship between leaders and followers to meet their own self-interests |
| Bass's transformational leadership | involves leaders motivating followers to transcend self-interest for the sake of the organization or team |
| Bureaucracy | an organizing form in which division of labor, specification of titles and duties, and hierarchical reporting relationships provide efficiency and control |
| Charisma | a special person quality or attractiveness that enables an individual to influence others (need a spark, flammable material, and oxygen) |
| Complex Adaptive Systems | systems that adopt and evolve in the process of interacting with dynamic environments |
| MLQ | Multi-factor questionnaire, increased follower motivation and performance, effective leaders use combination of types of leadership |
| Contingency approaches | states that the relationship between leader behavior and leader effectiveness depends on the situation |
| Directive leadership | provides clarity and direction for subordinates |
| Empowering leadership | enables power sharing with employees by clarifying the significance of the work, providing autonomy, expressing confidence in the employees capabilities, and removing hindrances to performance |
| Entrepreneurial leadership | fuels innovation, adaptability, and change |
| Ethical climates | the ethical values, norms, attitudes, feelings, and behaviors of employees in an organization |
| Follow readiness | the amount of experience or ability the follower has to do the job |
| Heroic leadership views | see leadership as the result of acts of great leaders who inspire and motivate others to accomplish extraordinary things |
| Leader-match | means the leader cannot change his or her style and therefore needs to change the situation to match the style |
| Leader position power | describes the amount of formal authority associated with the position of the leader |
| Leadership ethics | the study of ethical problems and challenges distinctive to and inherent in the processes, practices, and outcomes of leading and following |
| Normative Theory | implies or prescribes a norm or standard role model appropriate behavior |
| Participative leadership | a democratic form of leadership that consults with subordinates and takes their suggestions into account before making decisions |
| Personalized charismatic | focus on power for personal rather than collective benefit |
| Power distance | the extent to which followers see leaders as having much higher status than them |
| Power Wielders | use power to advance their own interests without considering followers' needs |
| Profit motive | based on Milton Friedman's view that the sole purpose of business is to make money |
| Relations-oriented behavior (behavioral approach) | also known as consideration, involves concern for relationships and socioemotional support |
| Servant leadership | a view in which servant leaders selflessly serve others first |
| Shared value view | states that organizations should create economic value in a way that also creates value for society |
| Socialized charismatic/power orientation | focus on power for collective (societal) rather than personal benefit |
| Supportive leadership | promotes a friendly work climate by focusing on subordinate needs and well-being |
| Task structure | describes whether the task is highly defined (high structure) or ambiguous (low structure) |
| Trait approaches "great man theories" | assume that leaders are endowed with certain traits or qualities associated with leader status and success |
| Task oriented behavior | also known as initiating structure, involves providing direction and enforcing performance standards needed to drive production |
| Transactional leadership | involves a focus on exchanging valued goods in return for something leaders want |
| Transformational leadership | involves inspirational relationships in which both leaders and followers are positively transformed in the process |
| Types of transformational leadership | idealized influence, inspirational leadership, intellectual stimulation, individualized consideration |
| Types of transactional leadership | contingent reward, active management-by-exception, passive leadership, and laissez-faire |
| Idealized influence | increases degree of followers' identification with the leader |
| Inspirational leader | communicates high expectations, uses symbols and expresses important purposes in simple ways |
| Intellectual stimulation | influencing followers to look for more creative solutions |
| Individualized consideration | provides everyone personal attention, and coaches and advises |
| Contingent reward | clarifies what the follower need to do to be rewarded for the effort |
| Active Management-By-Exception | leader monitors the followers' performance and takes corrective action when needed |
| Passive leadership | leader waits for problems to arise before taking corrective action |
| Laissez-Faire | leader avoids taking any action |
| Characteristics of Servant Leadership | empowerment, accountability, standing back, humility, authenticity, courage, forgiving, & stewardship |
| Empowerment | fostering a proactive, self-confident attitude among followers |
| Accountability | give responsibility, hold them accountable, giving them control, set clear expectations |
| Standing Back | give priority to interest of others, give necessary support and credit |
| Humilty | put own accomplishments in perspective, remain modest |
| Authenticity | be true to oneself, moral code, your professional role is secondary |
| Courage | take risks, try new approaches, challenge convention |
| Forgiving | understand feelings of others, don't hold a grudge |
| Stewardship | take responsbility for larger institution, obligation to common good beyond one's own self interest |
| Emergence | the process through which high-level order arises out of the lower level interactions |
Created by:
calliemiller729