24 terms

management test 3 chapter 14

Achievement-oriented leadership
a leadership style in which the leader sets challenging goals, has high expectations of employees, and displays confidence that employees will assume responsibility and put forth extraordinary effort
Charismatic leadership
the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers
the extent to which a leader is friendly, approachable, and supportive and shows concern for employees
Contingency theory
a leadership theory that states that in order to maximize work group performance, leaders must be matched to the situation that best fits their leadership style
Directive leadership
a leadership style in which the leader lets employees know precisely what is expected of them, gives them specific guidelines for performing tasks, schedules work, sets standards of performance, and makes sure that people follow standard rules and regulations
Ethical charismatics
charismatic leaders who provide developmental opportunities for followers, are open to positive and negative feedback, recognize others' contributions, share information, and have moral standards that emphasize the larger interests of the group, organization, or society
Initiating structure
the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks
Leader-member relations
the degree to which followers respect, trust, and like their leaders
Leadership style
the way a leader generally behaves toward followers
Normative decision theory
a theory that suggests how leaders can determine an appropriate amount of employee participation when making decisions
Participative leadership
a leadership style in which the leader consults employees for their suggestions and input before making decisions
Path-goal theory
a leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment
Position power
the degree to which leaders are able to hire, fire, reward, and punish workers
the process of influencing others to achieve group or organizational goals
Situational favorableness
the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members
Strategic leadership
the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization
Supportive leadership
a leadership style in which the leader is friendly and approachable, shows concern for employees and their welfare, treats them as equals, and creates a friendly climate
Task structure
the degree to which the requirements of a subordinate's tasks are clearly specified
Trait theory
a leadership theory that holds that effective leaders possess a similar set of traits or characteristics
relatively stable characteristics, such as abilities, psychological motives, and consistent patterns of behavior
Transactional leadership
leadership based on an exchange process, in which followers are rewarded for good performance and punished for poor performance
Transformational leadership
leadership that generates awareness and acceptance of a group's purpose and mission and gets employees to see beyond their own needs and self-interests for the good of the group
Unethical charismatics
charismatic leaders who control and manipulate followers, do what is best for themselves instead of their organizations, want to hear only positive feedback, share only information that is beneficial to themselves, and have moral standards that put their interests before everyone else's
Visionary leadership
leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting