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MAN3025
Ch 14
| Question | Answer |
|---|---|
| Behavioral Leadership Approaches | Attempts to determine the distinctive styles used by effective leaders |
| Charisma | Form of personal attraction that inspires acceptance and support |
| Coercive Power | One of five sources of a leader's power that results from the authority to punish subordinates |
| Contingency Approach | The belief that the effectiveness of leadership behavior depends on the situation at hand |
| Contingency Leadership Model | Fiedler's theory that leader effectiveness is determined by both the personal characteristics of leaders and by the situations in which leaders find themselves |
| E-Leadership | Leadership that involves one-to-one, one-to-many and within and between-groups and collective interactions via information technology |
| Expert Power | One of five sources of a leader's power, resulting from specialized information or expertise |
| Full-Range Leadership | Approach that suggests that leadership behavior varies along a full range of leadership styles, from take-no responsibility through transactional-leadership |
| Leader-Member Exchange Model Of Leadership | Model proposed by George Graen and Fred Danserau that emphasizes that leaders have different sorts of relationships with different subordinates |
| Leadership | The ability to influence employees to voluntarily pursue organizational goals |
| Legitimate Power | One of five sources of a leader's power that results from formal positions with the organization |
| Path-Goal Leadership Model | Contingency approach that holds that the effective leader makes available to followers desirable rewards in the workplace and increases their motivation by clarifying the paths that will help them achieve those goals and providing them with support |
| Personalized Power | Power directed at helping oneself |
| Readiness | The extent to which a follower possesses the ability and willingness to complete a task |
| Referent Power | One of five sources of a leader's power deriving from personal attraction |
| Reward Power | One of five sources of a leader's power that results from the authority to reward subordinates |
| Servant Leaders | Leaders who focus on providing increased service to others rather than on themselves |
| Shared Leadership | Simultaneous, ongoing, mutual influence process in which people share responsibility for leading |
| Situational Leadership Theory | Leadership model that holds that leaders should adjust their leadership style according to the readiness of the followers |
| Socialized Power | Power directed at helping others |
| Trait Approaches to Leadership | Attempts to identify distinctive characteristics that account for the effectiveness of leaders |
| Transactional Leadership | Leadership style that focuses on clarifying employee's roles and task requirements and providing rewards and punishments contingent on performance |
| Transformational Leadership | Leadership style that transforms employees to pursue organizational goals over self-interest |
Created by:
johnny1329
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