Chapter #12

The theory that effective groups depend on a proper match between a leader’s style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.

An instrument that purports to measure whether a person is task or relationship oriented.

The Degree of confidence, trust, and respect subordinates have in their leader.

The degree to which job assignments are procedurized.

Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.

A contingency theory that focuses on followers’ readiness.

A theory that states that it is the leader’s job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization.

A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.

A theory that supports leaders’ creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.

a long-term strategy for attaining a goal or goals.

A formal articulation of an organization’s vision or mission.

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers.

Leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Their followers would consider them to be ethical people.

A leadership concept that states that leaders convey values that are other centered versus self centered and who role-model ethical conduct.

A positive expectation that another will not act opportunistically.

A senior employee who sponsors and supports a less-experienced employee, called a protégé.

A leadership theory that says that leadership is merely an attribution that people make about other individuals.

Attributes, such as experience and training, that can replace the need for a leader’s support or ability to create structure.

Attributes that make it impossible for leader behavior to make any difference to follower outcomes.

Trust based on a mutual understanding of each other’s intentions and appreciation of each other’s wants and desires.