ORGB320-FINAL-CH12

active management by exception

involves leaving employees to do their jobs without interference, but at the same time proactively predicting potential problems and preventing them from occurring.

servant leadership

is a leadership approach that defines the leader's role as serving the needs of others.

passive management by exception

is similar in that it involves leaving employees alone, but in this method the manager waits until something goes wrong before coming to the rescue.

high-quality LMX relationships

*a high quality, trust based relationship between a leader and a follower. the leader forms a trust-based relationship with the member. The leader and member like each other, help each other when needed, and respect each other. In these relationships, the leader and the member are each ready to go above and beyond their job descriptions to promote the other's ability to succeed.

transformational leaders

*lead employees by aligning employee goals with the leader's goals. These leaders use their charisma, inspirational motivation, intellectual stimulation, and individualized consideration to influence their followers. Thus, employees working for transformational leaders start focusing on the company's well-being rather than on what is best for them as individual employees.

consideration

This research stream led to the discovery of two broad categories of behaviors: task-oriented behaviors (sometimes called initiating structure) and people-oriented behaviors (also called consideration). **look at the chapter... --------------------------------- include showing concern for employee feelings and treating employees with respect. People-oriented leaders genuinely care about the well-being of their employees, and they demonstrate their concern in their actions and decisions.

initiating structure

To answer these questions, researchers at Ohio State University and the University of Michigan used many different techniques, such as observing leaders in laboratory settings as well as surveying them. This research stream led to the discovery of two broad categories of behaviors: task-oriented behaviors (sometimes called initiating structure) and people-oriented behaviors (also called consideration). --------------------------------- involve structuring the roles of subordinates, providing them with instructions, and behaving in ways that will increase the performance of the group. Task-oriented behaviors are directives given to employees to get things done and to ensure that organizational goals are met.

inspirational motivation

come up with a vision that is inspiring to others.

authentic leadership approach

embraces this value: Its key advice is "be yourself." key characteristicis that they are self aware. They are introspective, understand where they are coming from, and have a thorough understanding of their own values and priorities. Secondly, they are not afraid to act the way they are. In other words, they have high levels of personal integrity. They say what they think. They behave in a way consistent with their values. As a result, they remain true to themselves. Instead of trying to imitate other great leaders, they find their own style in their personality and life experiences.

transactional leaders

ensure that employees demonstrate the right behaviors and provide resources in exchange.

autocratic decision making

leaders make the decision alone without necessarily involving employees in the decision-making process.

laissez-faire decision making

leave employees alone to make the decision. The leader provides minimum guidance and involvement in the decision.

leadership

may be defined as the act of influencing others to work toward a goal. Leaders exist at all levels of an organization. Some leaders hold a position of authority and may utilize the power that comes from their position, as well as their personal power to influence others.

contingent rewards

mean rewarding employees for their accomplishments.

charisma

refers to behaviors leaders demonstrate that create confidence in, commitment to, and admiration for the leader. [3] Charismatic individuals have a "magnetic" personality that is appealing to followers.

theory Y

theory says employees are not lazy, can enjoy work, and will put effort into furthering organizational goals. Because these managers can assume that employees will act in the best interests of the organization given the chance, Theory Y managers allow employees autonomy and help them become committed to particular goals.

theory X

theory says managers are that employees are lazy, do not enjoy working, and will avoid expending energy on work whenever possible. For a manager, this theory suggests employees need to be forced to work through any number of control mechanisms ranging from threats to actual punishments.

trust

the belief that the leader will show integrity, fairness, and predictability in his or her dealings with others.

low-quality LMX relationships

the leader and the member have lower levels of trust, liking, and respect toward each other. These relationships do not have to involve actively disliking each other, but the leader and member do not go beyond their formal job descriptions in their exchanges. In other words, the member does his job, the leader provides rewards and punishments, and the relationship does not involve high levels of loyalty or obligation toward each other. [13]

intellectual stimulation

which means that they challenge organizational norms and status quo, and they encourage employees to think creatively and work harder.

individualized consideration

which means that they show personal care and concern for the well-being of their followers.

general mental ability

which psychologists refer to as "g" and is synonymous with "IQ" in everyday language, has been related to a person's emerging as a leader within a group. Specifically, people who have high mental abilities are more likely to be viewed as leaders in their environment.