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Chapter 1
Leadership
| Term | Definition |
|---|---|
| Affiliate Leadership | A style of leadership that focuses on the importance of teamwork by building relationships that connect people to one another and providing continuous, positive team feedback |
| Bureaucratic Leadership | A style of leadership closely related to autocratic leadership where leaders are obedient to authority and follow rules rigorously |
| Charismatic Leadership | A style of transformational leadership where a leader influences others with their captivating personality or alluring communication style |
| Coaching Leadership | A one-on-one style of leadership used to develop individuals by showing them how to enhance their performance and align their goals with those of the organization |
| Coercive Power | The ability of a manager to punish others |
| Commanding Leadership | A style of leadership where the leader assumes a high level of control dictating decisions with little or no input solicited from followers |
| Consideration | Behavior indicating that a manager trusts, respects, and cares about subordinates |
| Democratic Leadership | A participative style of leadership used to clarify direction by making decisions based on consensus and mutual trust |
| Emergent Leadership | A style of leadership where a leader is not appointed according to their job, title, or expertise, but rather emerges over time as a result of a group’s interaction or the influence an individual exerts on a group |
| Empowerment | Authority and responsibility that is given to employees by managers or leaders that allow employees to make important decisions on their own |
| Expert Power | Power that is based on the special knowledge, skills, and expertise that a leader possesses |
| Initiating Structure | Behavior that managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient and effective |
| Laissez-faire Leadership | A style of leadership that assumes little control and is largely hands off |
| Leader | A person who exerts a positive influence over others to achieve a shared vision or goal |
| Leader-member Relations | The extent to which followers like, trust, and are loyal to their leader; a determinant of how favorable a situation is for leading |
| Leadership Substitute | A characteristic of a subordinate or of a situation or context that acts in place of the influence of a leader and makes leadership unnecessary |
| Leadership | The process by which a person exerts influence over others to inspire, motivate, and enable them to achieve a shared vision or goal |
| Least-preferred Co-worker (LPC) | A scale developed by Fred Fiedler used to identify leadership style by having a leader rate their most difficult subordinate |
| Legitimate Power | The authority that a manager has by virtue of his or her position in an organization’s hierarchy |
| Pacesetting Leadership | A style of leadership used to set high-performance standards for both leader and followers |
| Participative Leadership | A style of leadership where the leader solicits input, ideas, and observations from all team members to contribute collaboratively to the decision-making process |
| Path-goal Theory | A model of leadership proposing that leaders can motivate subordinates by identifying their desired outcomes, rewarding them for high performance with these desired outcomes, and clarifying from them the paths leading to the attainment of work goals |
| Position Power | The amount of legitimate, reward, and coercive power that a leader has by virtue of his or her position in an organization; a determinant of how favorable a situation is for leading |
| Referent Power | Power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty |
| Relationship-oriented Leaders | Leaders who primary concern is to develop good relationships with their subordinates and to be liked by them |
| Reward Power | The ability of a manager to give or withhold tangible and intangible rewards |
| Servant Leadership | A style of leadership that puts the needs of followers first |
| Task Structure | The extent to which the work to be performed is clear-cut so that a leader’s subordinates know what needs to be accomplished and how to go about doing it; a determinant of how favorable a situation is for leading |
| Task-oriented Leaders | Leaders who primary concern is to ensure that subordinates perform at a high level |
| Transactional Leadership | A leader concerned with maintaining the smooth flow of subordinate performance to support day-to-day operations through the use of power and rewards to motivate employees to perform to the best of their ability |
| Transformational Leadership | A leader who goes beyond the day-to-day operations to transform or change subordinates that takes them to new levels of performance by setting ambitious goals and offering incentives that provide opportunities for personal and professional growth |
| Visionary Leadership | A style of leadership used to guide a team or organization in a new direction or embrace a new idea or change |
Created by:
aferrari11
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