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MOB Chapter 11 Vocab
| Question | Answer |
|---|---|
| The ability to influence people toward the attainment of organizational goals. | Leadership |
| Being unpretentious and modest rather than arrogant and prideful. | Humility |
| A leadership style characterized by values such as inclusion, collaboration, relationship building, and caring. | Interactive Leadership |
| Distinguishing personal characteristics such as intelligence, values, and appearance. | Traits |
| A type of behavior that describes the extent to which the leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust. | Consideration |
| A type of leader behavior that describes the extent to which the leader is task oriented and directs subordinate work activities toward goal attainment. | Initiating Structure |
| A two-dimensional leadership theory that measures the leader's concern for people an for production. | Leadership Grid |
| A model of leadership that describes the relationship between leadership styles and specific organizational situations. | Contingency Approach |
| A contingency approach to leadership that links the leader's behavioral style with the task readiness of subordinates. | Situational Theory |
| A situational variable that makes a leadership style unnecessary or redundant. | Substitute |
| A situational variable that counteracts a leadership style and prevents the leader from displaying certain behaviors. | Neutralizer |
| A leader who has the ability to motivate subordinates to transcend their expected performance. | Charismatic Leader |
| An attractive, ideal future that is credible yet not readily attainable. | Vision |
| A leader distinguished by a special ability to bring about innovation and change. | Transformational Leader |
| A leader who clarifies subordinates' role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates. | Transactional Leader |
| Thinking independently and being mindful of the effect of one's behavior on achieving goals. | Critical Thinking |
| Failing to consider the possibilities beyond what one is told; accepting others' ideas without thinking. | Uncritical Thinking |
| A person who is an independent, critical thinker but is passive in the organization. | Alienated Follower |
| A follower who participates actively in the organization but does not use critical thinking skills. | Conformist |
| A follower who has qualities of all four follower styles, depending on which fits the prevalent situation. | Pragmatic Survivor |
| A person who exhibits neither critical independent thinking nor active participation. | Passive Follower |
| A critical, independent thinker who actively participates in the organization. | Effective Follower |
| The potential ability to influence others' behavior. | Power |
| The effect a person's actions have on the attitudes, values, beliefs, or behavior of others. | Influence |
| Power that stems from a formal management position in an organization and the authority granted to it. | Legitimate Power |
| Power that results from the authority to punish or recommend punishment. | Coercive Power |
| Power that results from the authority to bestow rewards on other people. | Reward Power |
| Power that stems from special knowledge of or skill in the tasks performed by subordinates. | Expert Power |
| Power that results from characteristics that command subordinates' identification with, respect and admiration for, and desire to emulate the leader. | Referent Power |
| A leader who works to fulfill subordinates' needs and goals as well as to achieve the organization's larger mission. | Servant Leader |
| Distinguishing right from wrong and choosing to do right in the practice of leadership. | Moral Leadership |
| The ability to step forward through fear and act on one's values and conscience. | Courage |
Created by:
AbbyP
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