Leadership-Chapter 16

Achievement behavior

Aimed as setting challenging goals for followers to reach and expressing and demonstrating confidence that they will measure up to the challenge.

Supportive Behavior

Aimed at being friendly with followers and showing interest in them as human beings.

Participative Behavior

Aimed at seeking suggestions from followers regarding business operations to the extent that followers are involved in making important organizational decisions.

Servant Leadership

Approach to leading in which leaders view their primary role as helping followers in their quests to satisfy personal needs, aspirations, and interests.

Position Power

Determined by the extent to which the leader has control over the rewards and punishments followers receive.

Directive Behavior

Directive behavior is aimed at telling followers what to do and how to do it.

Leader Flexibility

Idea that successful leaders must change their leadership styles as they encounter different situations.

Job-Centered Behavior

Leader behavior that focuses primarily on the work a subordinate is doing.

Transformational leadership

Leadership that inspires organizational success by profoundly affecting followers' beliefs in what an organization should be, as well as their values, such as justice and integrity.

Coaching

Leadership that instructs followers on how to meet the special organizational challenges they face.

Entrepreneurial Leadership

Leadership that is based on the attitude that the leader is self-employed.

Superleadership

Leading by showing others how to lead themselves.

CII Decision Style

Manager and subordinates meet as a group to discuss the situation, but the manager makes the decision.

AII Decision Style

Manager asks for information from subordinates but makes the decision alone. Subordinates may or may not be informed about what the situation is.

A1 Decision Style

Manager makes the decision alone.

CI Decision Style

Manager shares the situation with individual subordinates and asks for information and evaluation. Subordinates do not meet as a group, and the manager along makes the decision.

Leadership

Process of directing the behavior of others toward the accomplishment of some objective.

Life Cycle Theory of Leadership

Rationale for linking leadership styles with various situations to ensure effective leadership.

Maturity

The ability of followers to perform their job independently, to assume additional responsibility, and to desire to achieve success.

Leadership Style

The behavior a leader exhibits while guiding organization members in appropriate directions.

Task Structure

The degree to which the goals--the work to be done--and other situational factors are outlined clearly.

Structure Behavior

any leadership behavior that reflects friendship, mutual trust, respect, and warmth in the relationship between leader and followers.

Trait Approach to Leadership

based on early leadership research that assumed a good leader is born, not made.

Situational Approach to Leadership

based on the assumption that each instance of leadership is different and therefore requires a unique combination of leaders, followers, and leadership situations.

Contemporary management

believe that leadership ability cannot be experience by an individual's traits or inherited characteristics. They believe, rather, individuals can be trained to be good leaders. In other words, leaders are made, not born.

Vroom-Yetton-Jago (VYJ) model of leadership

focuses on how much participation to allow subordinates in the decision-making process. Built upon two premises of organizational decisions should be of high quality and subordinates should accept and be committed to organizational decisions that are made.

Employee-centered Behavior

leader behavior that focuses primarily on subordinates as people.

Contingency Theory of Leadership

leader-member relations, task structure, and the position power of the leader are the three primary factors that should be considered when moving leaders into situations appropriate for their leadership styles.

GII Decision Style

manager and subordinates meet as a group to discuss the situation, and the group makes the decision.

nonbehavioral as well as behavioral issues. Behavioral.

managing focuses upon while leading primarily focuses on what?

Path-goal theory of leadership

suggests the primary activities of a leader are to make desirable and achievable rewards available to be performed to earn those rewards.

Leader-member relations

the degree to which the leader feels accepted by the followers.