MGMT Ch. 12

impoverished leadership style

1,1 on the blake/mouton grid, this is the worst; leaders who show little concern for people or production and does the bare minimum needed to keep his or her job

country club leadership style

1,9 on the blake/mouton grid; occurs when leaders care about having a friendly, enjoyable work environment but don't really pay much attention to production or performance

middle of the road leadership style

5,5 on the blake/mouton grid; leadership style that occurs when leaders show a moderate amount of concern for both people and production.

authority compliance leadership style

9, 1 on the blake/mouton grid; when leaders have a high concern for production and a low concern for people

team management leadership style

9,9 on the blake/mouton grid; called this because leaders who use it display a high concern for people (9) and a high concern for production (9) and this is the best type

management by exception

A method of leadership done passively or actively that describes when leaders should intervene to increase a subordinate's effort to meet standards

leader member exchange theory

A method of leadership in which leaders treat each member differently, and as a result, develop unique relationships with each member

managerial grid

A two-dimensional grid showing leaders' different levels of task-oriented and relations-oriented behavior, which results in particular styles of leadership

leadership neutralizers

Aspects of a situation that hinder a leader's ability to act a particular way

leadership substitutes

Aspects of a situation that make leadership unnecessary

relations oriented behavior

Behaviors that prioritize interpersonal relationships, the value of workers as humans, and a strong commitment to the unit and its mission

task oriented behavior

Behaviors that prioritize the accomplishment of a task in an efficient and reliable way

positional power

Extent to which a leader has authority to evaluate performance and administer rewards or punishments

task structure

Extent to which standard procedures are in place to complete a task

in groups

Favored subordinates who are assigned more interesting tasks, given greater responsibility and authority, and receive more tangible rewards and more resources

charismatic leaders

Individuals who arouse strong followership through inspirational visions and/or compelling personal attributes

fiedler's contigency theory

Leaders are more effective depending on the favorability of a leadership situation, which is described by leader-member relations, task structure, and positional power of the leader

situational leadership theory

Leaders have the flexibility and range of skills to adapt their leadership behavior

relationship life cycle

Phases in which a leader and follower undergo a process that dictates whether followers become part of the in-group or out-group

leader member relations

Quality of relationships between leaders and followers

out groups

Subordinates who are expected to simply comply with formal rules and do what is required of them; as a result, they receive the standard benefits of the job

contingent reward

The exchange process between leaders and followers in which leaders offer rewards to subordinates in exchange for their services; aka the carrot and stick method

path goal theory of leadership

The most important aspect in leadership is the follower's expectation that a task can be accomplished and that it will lead to rewards

leadership style

The pattern of behaviors that leaders use in situations

transactional leadership

The process of a leader providing something the subordinates want

transformational leadership

The set of behaviors that leaders use to transform, or change, their organization and individuals for the better

interpersonal skills

a leader's ability to interact with others

cognitive skills

a leader's ability to understand the internal and external environments, use sound reasoning to make decisions, and communicate effectively

technical skills

a leader's knowledge about an organization and job related activities

great man theory

a theory of leadership that explained leadership by examining the traits and characteristics of individuals considered to be historically great leaders; aka trait theory

traits based leadership theory

a theory of leadership that tries to reveal a set of universal trains and skills that are relevant in all leadership situations

passive mbe

dictates that managers should take corrective action only when subordinates fall below expectations; avoids micromanaging; riskier in the short term but more effective in the long term

stranger phase

part 1 of the RLC; Leaders and subordinate interactions are formal and based on organizational policies

acquaintance phase

part 2 of the RLC; When a leader offers the subordinate a chance to increase his or her responsibility in the group and the subordinate must accept the new role

mature partnership phase

part 3 of the RLC; Leaders and followers develop strong mutual trust, respect, and obligation

least preferred coworker

questionnaire used by Fiedler to measure leadership style, assumes the way that leaders treat people now is probably the way they've always treated others; 64+ (positive) means relationship oriented and 57- (negative) means task oriented

traits

relatively stable characteristics such as abilities, psychological motives, or consistent patterns of behavior

character

the core values and fundamental beliefs that drive behavior in variable situations

initiating structure

the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks; leader's ability to do this primarily affects subordinate's job performance

consideration

the extent to which a leader is friendly, approachable, and supportive and shows concern for employees; primarily effects subordinates job satisfaction

high relationship low task

these individuals are most concerned about the needs and feelings of others. they operate under the assumption that as long as people are happy and secure, they will work hard

high task low relationship

these individuals believe that work is simply a means to an end. they believe that employees' needs are secondary to the need for efficient and productive workplaces

low task low relationship

these individuals do not have a high regard for creating systems, getting the job done, or developing relationships with others

high relationship high task

these individuals integrate production and people concerns in a mutually reinforcing effort where all behaviors enhance each other. this is a goal centered, team approach

blake mouton leadership grid

two leadership behaviors, concern for people (i.e., consideration) and concern for production (i.e., initiating structure), to categorize five different leadership styles. Both behaviors are rated on a 9-point scale, with 1 representing "low" and 9 representing "high."

active mbe

when managers constantly monitor employees to make sure they are meetings standards and avoiding mistakes