Management Chapter 15
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32 terms
Terms | Definitions |
|---|---|
 leadership | the abliity to influence people toward the attainment of organizational goals |
| humility | being unpretentious and modest rather than arrogant and prideful |
| servant leader | a leader who serves others by working to fulfill followers' needs and goals as well as to achieve the organization's lager mission |
| authentic leadership | refers to leadership by individuals who know and understand themselves, who espouse and act consistent with higher order ethical values, and who empower and inspire others with their openness and authenticity |
| interactive leadership | a leadership style characterized by values such as inclusion, collaboration, relationship, building, and caring |
| traits | distinguishing personal characteristics, such as intelligence, self-confidence, energy, and independence |
| strengths | natural talents and abilities that have been supported and reinforced with learned knowledge and skills |
| consideration | the term used by researchers at The Ohio State University to describe the extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust |
| initiating structure | describes the extent to which a leader is task oriented and directs subordinates' work activities toward goal accomplishment |
| leadership grid | a two-dimensional leadership model that measures the leader's concern for people and concern for production to categorize the leader in one of five different leadership styles. |
| contingency approach | a model of leadership that describes the relationship between leadership styles and specific situations |
| situational model | links the leader's behavioral style with the readiness level of followers |
| substitute | for leadership is a situational variable that makes a leadership style redundant or unnecessary |
| neutalizer | a situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors |
| charismatic leader | a leader who has the ability to inspire and motivate people to transcend their expected performance, even to the point of personal sacrifice |
| vision | an attractive, ideal future that is credible yet not readily attainable |
| transformational leader | distinguished by a special ability to bring about innovation and change by creating an inspiring vision, shaping values, building relationships, and providing meaning for followers. |
| transactional leader | clarifies subordinates' roles and task requirements, initiates structure, provides rewards, and displays concideration for followers. |
| critical thinking | thinking independently and being mindful of the effect of one's behavior on achieving goals. |
| uncritical thinking | failing to consider to possibilities beyond what one is told, accepting others' ideas without thinking. |
| effective follower | a critical, independent thinker who actively participates in the organization |
| alienated follower | a person who is an independent, critical thinker but is passive in the organization |
| conformist | a follower who participates actively in the organization but does not use critical thinking skills |
| passive follower | one who exhibits neither critical independent thinking nor active participation |
| pragmatic survivor | a follower who has qualities of all four follower styles, depending on which fits the prevalent situation. |
| power | the potential ability to influence the behavior of others |
| influence | the effect a person's actions have on the attitudes, values, beliefs, or behavior of others. |
| legitimate power | power that stems from a manager's formal position in an organization and the authority granted by that position |
| reward power | results from the authority to bestow rewards. |
| coercive power | stems from the authority to punish or recommend punishment |
| expert power | power that results from a leader's special knowledge or skill in the tasks performed by subordinates |
| referent power | results from characteristics that command subordinate's identification with, respect and admiration for, and desire to emulate the leader. |
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