chapter 5 - 7

• EQ can be broken down into these two models

Ability and mixed

• This theory explains the relationships between leader intelligence and group performance in stressful vs non-stressful situations

Cognitive Resources Theory (CRT)

• These traits are irritating, counter-productive behavioral tendencies

Dark side personality traits

• This is the power of knowledge:

EXPERT POWER

• This is EQ

Emotional intelligence

• These are principles of right conduct;

Ethics

• This model of personality assesses "bright side" characteristics; fortunately you can count them on the fingers of one hand

Five Factor Model

• These values refer to modes of behavior, such as being courageous or honest :

Instrumental values

• This kind of power depends on a person's organizational role:

Legitimate power

• This refers to the process leaders use to make decisions about ethical and unethical behavior :

Moral reasoning

• This is defined as the capacity to produce effects on others:

POWER

• Individuals with the need for this kind of power are often selfish, impulsive and uninhibited:

Personalized power

• This approach postulates a fundamental interdependence between the personal, the interpersonal, the managerial and the organizational levels of leadership :

Principle centered leadership

• This kind of power often takes time to develop:

Referent Power

• This refers to the potential influence one has due to the strength of the relationship between them :

Referent Power

• This kind of power involves the potential to influence others due to one's control over desired resources:

Reward Power

• These values refer to desired end states, such as social recognition or family security:

Terminal values

• This is McGregor's theory which reflects a pessimistic view of others, and managers with this orientation rely heavily on coercive, external control methods

Theory x

• Douglas McGregor identified these two contrasting sets of assumptions people make about human nature :

Theory x and Theory y

• These are the four qualities of leadership that engender trust

VISION, INTEGRITY, CONSISTENT, EMPATHY

• This model of EQ is very similar to the FFM

ability model

• This characteristic from the FFM refers to neuroticism or emotional stability

adjustment

• This characteristic from the FFM refers to empathy and friendliness

agreeableness

• These leaders are faster learners and make better assumptions

analytic intelligent leader

• The triarchic theory of intelligence focuses on these three basic types of intelligence

analytic, practical, & creative

• This is defined as a person's fundamental beliefs and public reputation

character

• This is the opposite of reward power

coercive Power

• This refers to those learned behaviors characterizing the total way of life of members within any given society :

culture

• This characteristic from the FFM refers to conscientiousness or prudence

dependability

• Leaders with this dark-side trait have perfectionistic tendencies which frustrate and disempower their staffs

diligent

• Leaders with this dark-side trait deal with stress by sucking up to superiors and don't stand up for their staffs

dutiful

• Leaders with this dark-side trait have dramatic mood swings and emotional outbursts

excitable

• These kinds of rewards include praise, compensation, promotion, and special privileges :

extrinsic rewards

his is perhaps the earliest theory of leadership

great man theory

• This is defined as the change in a target agent's attitudes, values or beliefs:

influence

• This is the degree of actual change in a target person's attitudes, values, beliefs or behaviors as a result of the input of another person :

influence tactics

• Individuals with this characteristic demonstrate their commitment to higher principles through their actions

integrity

• This is a person's all-around effectiveness in activities directed by thought

intelligence

• These kinds of rewards include feelings of accomplishment, personal satisfaction, and personal growth

intrinsic rewards

• This characteristic from the FFM refers to curiosity, learning approach

open to experience

• These provide researchers with an explanation for leaders' and followers' tendencies to act in consistent ways over time

personality traits

• Characteristics associated with this kind of leader include listening, empathy, foresight and awareness :

servant leadership

• Individuals with the need for this kind of power work in service to higher goals to others, and are often self-sacrificing;

socialized power

• These people share three abilities: to get along with others; to make sound decisions; to get things done

successful leaders

• This characteristic from the FFM refers to dominance, self-confidence and the need for power

surgency

• This is McGregor's theory which reflects a view that most people are intrinsically motivated by their work:

theory Y

• Although these cannot be seen, they can be inferred from consistent patterns of behavior :

traits

• These refer to recurring regularities or trends in a person's behavior

traits

• "True leadership" requires a high degree of this between leader and followers :

trust

• These are constructs representing generalized behaviors considered by the individual to be important:

values