Flash Cards: Ch11

Theories that isolate behaviors that differentiate effective leaders from ineffective leaders.

pg.295

A leader who centralizes authority, dictates work methods, makes unilateral decisions and limits employee participation.

pg.295

A leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods and uses feedback to coach employees.

pg.295

A leader who generally gives employees complete freedom to make decisions and to complete their work however they see fit.

pg.296

The extent to which a leader defines and structures his or her role and the roles of employees to attain goals.

pg.296

The extent to which a leader has job relationships characterized by mutual trust, respect for employees' ideas, and regard for their feelings.

pg.296

a leader who emphasizes the people aspects.

pg.298

A leader who emphasizes the technical or task aspects.

pg.298

A two-dimentional grid for appraising leadership styles.

pg.298

Leadership theory that proposes that effective group performance depends on the proper match between a leader's style and the degree to which the situation allowed the leader to control and influence.

pg.299

A questionaire that measures whether a leader was task or relationship oriented.

pg.299

A leadership contingency theory that focuses on followers' readiness.

pg.301

The extent to which people have the ability and willingness to accomplish a specific task.

pg.301

A leadership contingency theory that is based on a sequential set of rules for determining how much participation a leader uses in decision making according to different types of situations.

pg.302

A leadership theory that says the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the organization's or group's goals.

pg.303

Leaders who lead primarily by using social exchanges (or transactions).

pg.305

Leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes.

pg.305

Enthusiastic, self-confident leaders whose personalities and actions influence people to behave in certain ways.

pg.306

The ability to create and articulate a realistic, credible and attractive vision of the future that improves an the present situation.

pg.306

The act of increasing the decision-making discretion of workers.

pg.308

The degree to which followers perceive someone as honest, competent and able to inspire.

pg.311

The belief in the integrity, character and ability of a leader.

pg.312