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BA 651 Chapter 10 - Leadership Effectiveness: Foundations
Terms in this set (28)
behavioral model of leadership
focuses on what leaders actually do and how they do it.
is an individual's ability to influence others' behaviors by punishing them.
is the extent to which the leader has relationships with subordinates that are characterized by mutual trust, two-way communication, respect for employees' ideas, and empathy for their feelings.
consult individually style
the leader presents the problem to team members individually, getting their ideas and suggestions and then makes the decision without bringing them together as a group.
consult team style
the leader presents the problem to team members in a meeting, gets their suggestions, and then makes the decision.
the leader makes the decision alone and either announces or sells it to the team.
the leader permits the team to make the decision within prescribed limits.
the leader turns over responsibility for making and implementing decisions to followers.
is an individual's ability to influence others' behaviors because of recognized competencies, talents, or specialized knowledge.
the leader presents the problem to the team in a meeting, acts as a facilitator, defines the problem to be solved, and sets the boundaries within which the decision must be made.
is the extent to which a leader defines and prescribes the roles of subordinates in order to set and accomplish goals in their areas of responsibility.
is an individual's ability to influence others' behaviors because of the person's formal position in the organization.
involves actions by individuals, teams, or leaders to acquire, develop, and use power and other resources in order to obtain preferred outcomes.
the leader encourages followers to share ideas and facilitates the work by being encouraging and helpful to subordinates.
involves attempts by individuals to influence the behaviors of others as a means to protect their self-interests, meet their own needs, and advance their own goals.
is a follower's ability to set high but attainable task-related goals and a willingness to accept responsibility for reaching them.
is an individual's ability to influence others because they respect, admire, or like the person.
includes using two-way communication, listening, encouraging, involving followers in decision making, and giving emotional support.
is an individual's ability to influence others' behaviors by providing them with valued things.
the leader provides direction, encourages two-way communication, and helps build confidence and motivation on the part of the follower.
Situational Leadership® Model
states that the style of leadership should be matched to the level of readiness of the followers.
includes using one-way communication, spelling out duties, and telling followers what to do and where, when, and how to do it.
the leader provides clear instructions, gives specific directions, and supervises the work closely.
is based on a set of beliefs that managers should take a command-and-control approach to management.
is based on a set of beliefs that managers should take an empowering approach to management.
traits model of leadership
is based on characteristics of many leaders—both successful and unsuccessful—and is used to predict leadership effectiveness.
Vroom-Jago leadership model
prescribes a leader's choice(s) among five leadership styles based on seven situational factors, recognizing the time requirements and costs associated with each style.
zone of indifference
is an area within which employees will accept certain directives without questioning the leader's power.
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