Chapter 12

Authentic leadership

a style of leadership that emphasizes the genuineness and integrity of the leader, usually accompanied by a life story

Job maturity

a subordinate's job-related ability, skills, and knowledge

Transformational leadership

leadership theory that describes the behavior of inspirational political leaders who transform their followers by appealing to nobler motives such as justice, morality, and peace

Life cycle of a leader-follower relationship

a description of more recent version of leader-member exchange theory, which includes a dynamic process in which the task of the leader is to drive the relationship from a tentative first-stage relationship to a deeper, more meaningful one

Charisma

a personal attribute of a leader that hypnotizes followers and compels them to identify with and attempt to emulate the leader

Leader development

a process that concentrates on developing, maintaining, or enhancing individual leader attributes such as knowledge, skills, and abilities

Leadership development

a process that concentrates on the leader-follower relationship and on developing an environment in which the leader can build relationships that enhance cooperation and resource exchange

Successful leadership

a situation that occurs when a follower changes his or her behavior as a function of the leader's effort

Attempted leadership

a situation that occurs when a leader accepts the goal of changing a follower and can be observed attempting to do so

Effective leadership

a situation that occurs when a leader changes a follower's behavior, resulting in both leader and follower feeling satisfied and effective

Charismatic leader theory

approach to leadership theory with many different versions of the notion that charisma is related to leadership; in one version. in a crisis situation. followers perceive charismatic characteristics in an individual and accept that person as a leader; in another version, certain leader behaviors (use of innovative strategies) contribute to a charismatic aura

Behavioral approach

begun by researchers at Ohio State University. Leadership theory that focused on the kinds of behavior engaged in by people in leadership roles and identified two major types: consideration and initiating structure

Charismatic leader

followers are emotionally attached to this leader. never question the leader's beliefs or actions, and see themselves as integral to the accomplishment of the leader's goals

Full-range theory of leadership

hierarchical model that ranges from laissez-faire leadership through transactional leadership to transformational leadership

Global leadership and organizational behavior effectiveness

large-scale cross-cultural study of leadership by 170 social scientists and management researchers in over 60 countries

Culture-specific characteristics

leader characteristics that are more acceptable in some countries than others

Inspirational motivation

leaders articulate an appealing vision of the future, challenge followers with high standards, talk optimistically with enthusiasm, and provide encouragement and meaning for what needs to be done

Individualized consideration

leaders deal with others as individuals; consider individual needs, abilities, and aspirations; listen attentively; and advise, coach, and teach

Idealized influence

leaders display conviction, emphasize trust, take stands on difficult issues, emphasize the importance of commitment and purpose, and are aware of the ethical consequences of their decisions

Laissez-faire leadership

leaders provide little guidance to their followers; lowest level of leadership identified by Bass who contrasted it with transactional leadership and trasnformational leadership

Intellectual stimulation

leaders question old assumptions, values, and beliefs; stimulate new ways of doing things; and encourage expression of ideas and reasons

Transactional leadership

leaders show followers how they can meet their personal goals by adopting a particular behavior pattern; the leader develops social contracts with followers in which certain behaviors will be rewarded

"Great man" theories

leadership theories developed by historians who examined the life of a respected leader for clues leading to that person's greatness; often focused on galvanizing experience or an admirable trait (persistence, optimism, or intelligence) that a leader possesses to a singular degree

Contingency approach

leadership theory proposed to take into account the role of the situation in the exercise of leadership

Leader-member exchange theory

leadership theory proposing that leaders adopt different behaviors with individual subordinates; the particular behavior pattern of the leader develops over time and depends to a large extent on the quality of the leader-subordinate relationship

Trait approach

leadership theory that attempted to show that leaders possessed certain characteristics that nonleaders did not

Power approach

leadership theory that examines the types of power wielded by leaders

In-group members

people who have high quality relationships with their leader and high latitude for negotiating their work roles

Out-group members

people who have low-quality relationships with their leader and little latitude for negotiating their work roles

Multifactor Leadership Questionnaire (MLQ)

self-report instrument used in the development and validation of the theory of transformational leadership

Leader emergence

study of the characteristics of individuals who become leaders, examining the basis on which they were elected, appointed, or simply accepted

Leadership effectiveness

study of which behaviors on the part of a designated leader (regardless of how that position was achieved) led to an outcome valued by the work group or organization

Virtual team

team that has widely dispersed members working together toward a common goal and linked through computers and other technology

Leader

the individual in a group given the task of directing task-relevant group activities or, in the absence of a designated leader, carrying the primary responsibility for performing these functions in the group

Psychological maturity

the self-confidence and self-respect of the subordinate

Relations-oriented behavior

type of behavior identified by University of Michigan researchers as an important part of a leader's activities; similar to consideration in the Ohio State model

Task-oriented behavior

type of behavior identified by University of Michigan researchers as an important part of a leader's activities; similar to initiating structure from the Ohio State studies

Participative behavior

type of behavior identified in the Michigan studies; allows subordinates more participation in decision making and encourages more two-way communication

Initiating structure

type of behavior identified in the Ohio State studies; included behavior in which the supervisor organizes and defines group activities and his or her relation to the group

Consideration

type of behavior identified in the Ohio State studies; included behavior indicating mutual trust, respect, and a certain warmth and rapport between the supervisor and group