Mgmt. 340 -- Organizational Behavior
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| Leadership | The ability to influence a group toward the achievement of a vision or set of goals
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| Trait theories of leadership | Theories that consider personal qualities & characteristics that differentiate leaders from non leaders.
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| Behavioral theories of leadership | Theories proposing that specific behaviors differentiate leaders from non leaders.
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| Initiating structure | The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.
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| Consideration | The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates' ideas, and regard for their feelings.
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| Employee-oriented leader | A leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees, & accepts individual differences among members.
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| Production-oriented leader | A leader who emphasizes technical or task aspects of the job.
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| Fielder contingency model | The theory that effective groups depend on a proper match between a leader's style of interacting with subordinates & the degree to which the situation gives control and influence to the leader.
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| Least preferred co-worker (LPC) questionnaire | An instrument that purports to measure whether a person is task or relationship oriented.
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| Leader-member relations | The degree of confidence, trust, and respect subordinates have in their leader.
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| Task structure | The degree to which job assignments are procedurized
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| Position power | Influence derived from one's formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
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| Situational leadership theory (SLT) | A contingency theory that focuses on followers' readiness
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| Path-goal theory | A theory that states that it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization
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| Leader-participation model | A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations
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| Leader-member exchange (LMX) theory | A theory that supports leaders' creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction
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| Charismatic leadership theory | A leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors
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| Vision | A long-term strategy for attaining a goal or goals
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| Vision statement | A formal articulation of an organization's vision or mission
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| Transactional leaders | Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements
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| Transformational leaders | Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers
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| Authentic leaders | Leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Their followers would consider them to be ethical people
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| Socialized charismatic leadership | A leadership concept that states that leaders convey values that are other centered versus self centered and who role-model ethical conduct
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| Servant leadership | A leadership style marked by going beyond the leader's own self-interest and instead focusing on opportunities to help followers grow & develop
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| Trust | A positive expectation that another will not act opportunistically
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| Mentor | A senior employee who sponsors & supports a less-experienced employee, called a protege
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| Attribution theory of leadership | A leadership theory that says that leadership is merely an attribution that people make about other individuals
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| Substitutes | Attributes, such as experience and training, that can replace the need for a leader's support or ability to create structure
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| Neutralizers | Attributes that make it impossible for leader behavior to make any difference to follower outcomes
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| Identification-based trust | Trust based on a mutual understanding of each other's intentions and appreciation of each other's wants & desires
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