HRE 3723 terms (ch.1-6)

approach

a general way of thinking about a phenomenon, not necessarily based on empirical research -approaches to leadership have evolved, changed focus and direction, and built upon one another during the past century

adaptive leadership

-an emerging leadership approach -examines how leaders help people address problems, face challenges, and adapt to change -stresses that the leader don't solve the problems, but rather encourage others to do the problem solving and adapt to change

gender based studies

-an emerging leadership approach -gained much momentum as women continue to become more dominant in the workforce, especially on a global level -view how one's gender affects and differentiates one's leadership

Theory Y

---assumption 1) the average person does not inherently dislike work. doing work is as natural as play ---assumption 2) people will show responsibility and self control toward goals to which they are committed ---assumption 3) in the proper environment, the average person learns to accept and seek responsibility -is a leader's philosophy of leadership is similar to Theory Y it means that the leader views people as capable and interested in working-even though Theory Y leaders may define work requirements, they do not try to control workers-to these leaders, followers are not lazy, they naturally want to work-these leaders do not think they need to try to motivate followers or make them work since workers are capable of motivating themselves-using coercion or external reinforcement schemes is not a part of their leadership repertoire-the leaders are very attuned to helping followers find their passion for what they want to do-these leaders know that when followers are committed to their work, they are motivated to do the job-allowing followers to seek and accept responsibilities on their own comes easily for these leaders-Theory Y leadership means supporting followers without the need to direct or control them

transformational leadership theory

-a "new leadership" approach -when these approaches began appearing in the mid-1980s-three decades ago-they were, and continued to be, called "new leadership" approaches -beginning with the work of Bass, leadership studies generated visionary or charismatic leadership theories -from the approaches developed transformational leadership theory -describes leadership as a process that changes people and organizations

consideration behavior

-a label for relationship leadership -includes building camaraderie, respect, trust, and regard between leaders and followers

servant leadership

-an emerging leadership approach -emphasizes the "caring principle" with leaders as "servants" who focus on their follower's needs in order to help these followers become more autonomous, knowledgable, and like servants themselves

task-oriented leadership

-a leadership style -appears on the left end of the task-relationship continuum -represents leadership that is focused predominantly on procedures, activities, and goal accomplishments -most leadership falls midway between the two extremes of task and relationship oriented leadership -task leadership behaviors facilitate goal accomplishment-they are behaviors that help group members to achieve their objectives -task leadership includes many behaviors-some have labeled task leadership as initiating structure or production orientation or a concern for production. -task leadership occurs anytime the leader is doing something that assists the group in reaching its goals -task leadership includes many behaviors: common to each is influencing people toward goal achievement -those who are task oriented in their personal lives are often more task oriented in their leadership -as leader, he or she will always be required to exhibit some degree of task behavior--it is essential to each person's effective leadership performance

relationship-oriented leadership

-a leadership style -appears on the right end of the continuum -represents leadership that is focused primarily on the well-being of followers, how they relate to each other, and the atmosphere in which they work -most leadership falls midway between the two extremes of task and relationship oriented leadership -relationship leadership behaviors help followers feel comfortable with themselves, with each other, and with the situation in which they find themselves -relationship leadership has been labeled by some researchers as consideration behavior, defined as concern for people, and some researchers describe relationship leadership as having an employee orientation -relationship behavior is about three things: ---treating followers with dignity and respect ---building relationships and helping people get along ---and, making the work setting a pleasant place to be -for those who are highly relationship oriented in their personal lives, being relationship oriented in leadership will come easy -regardless of your personal style, every leadership situation demands a degree of relationship leadership behavior

leadership

-a process whereby an individual influences a group of individuals to achieve a common goal

technical competence

-a type of administrative skill -involves having specialized knowledge about the work we do or ask others to do -in the case of an organization, it includes understanding the intricacies of how an organization functions -a leader with technical competence has organization know-how: he or she understands the complex aspects of how the organization works -a leader is more effective when he or she has the knowledge and technical competence about the activities followers are asked to perform -sometimes referred to as "functional competence" because it means a person is competent in a particular function or area -a leader is not required to have technical competence in every situation -having technical skills means being competent in a particular line of work, the area in which one is leading

strategic planning

-a type of conceptual skill -like problem solving, strategic planning is mainly a cognitive activity -a leader needs to be able to think and consider ideas to develop effective strategies for a group or an organization -being strategic requires developing careful plans of action based on the available resources and personnel to achieve a goal -strategic planning is about designing a plan of action to achieve a desired goal -strategic leaders need to have the ability to learn, the capacity to adapt, and managerial wisdom -

problem solving skills

-a type of conceptual skill -refer to a leader's cognitive ability to take corrective action in a problem situation in order to meet desired objectives ***-the skills include identifying the problem, generating alternative solutions, selecting the best solution from among the alternatives, and implementing that solution -these skills do not function in a vacuum, but are carried out in a particular setting or context

social perceptiveness

-a type of interpersonal skill -includes having insight into and awareness of what is important to others, how they are motivated, the problems they face, and how they react to change -involves understanding the unique needs, goals, and demands of different organizational constituencies -a leader with social perceptiveness has a keen sense of how exployees will respond to any proposed change in the organization -a socially perceptive leader has a finger on the pulse of employees on any issue at any time and can create change more effectively if he or she understands how the proposed change may affect all the people involved

leader-member exchange (LMX) theory

-a type of relational approach -in the 1990s, researchers began examining the nature of relations between leaders and followers-this research ultimately evolved into the leader-member exchange (LMX) theory -predicts that high quality relations generate more positive leader outcomes than low-quality relations

path-goal theory

-a type of situational approach -examines how leaders use employee motivation to enhance performance and satisfaction

contingency theory

-a type of situational approach theory -focuses on the match between the leader's style and specific situational variables -has a refined set of propositions based on the results of multiple research studies

strengths

-an attribute or quality of an individual that accounts for successful performance -the characteristic, or series of characteristics, we demonstrate when our performance is at its best -strength researchers suggest that strengths are the ability to consistently demonstrate exceptional work -Linley defines strength as a preexisting capacity that is authentic and energizing and enables peak performance -they are positive features of ourselves that make us effective and help us flourish -the equation for developing a strength is talent times investment -strengths are derived from having certain talents and then further developing those talents by gaining additional knowledge, skills, and practice -researchers have developed three unique assessment tools to identify strengths: ---StrengthsFinder ---Values in Action Inventory of Strengths ---R2 Strengths Profiler -each assessment provides a unique approach to strengths and together they help to define and clarify the meaning of strengths-all of the questionnaires are accessible online and they are worthwhile self-assessment tools for identifying and exploring your personal strengths

authentic leadership

-an emerging leadership approach -an approach that looks at the authenticity of leaders and their leadership and is currently enjoying strong interest

spiritual leadership

-an emerging leadership approach -considers how leaders use values, a sense of "calling", and membership to motivate followers -a conceptualization of leadership that does not yet have a body of empirical research to validate it

confidence

-an important trait of an effective leader -confident people feel self-assured and believe they can accomplish their goals-they feel strong and secure about their positions-they don't second guess themselves but rather move forward on projects with a clear vision-they feel a sense of certainty and believe they are doing the right thing -a trait that has to do with feeling positive about oneself and one's ability to succeed -comes from UNDERSTANDING what is required you -can also come from having a mentor to show the way and provide constructive feedback-because mentors act as role models and sounding boards, they provide essential help to learn the dynamics of leadership -also comes from PRACTICE-something everyone can do-practice builds confidence because it provides assurance that an aspiring leader can do what needs to be done-taking on leadership roles provides practice for being a leader-building one leadership activity on another can increase confidence for more demanding leadership roles-those who accept opportunities to practice their leadership will experience increased confidence in their leadership abilities

intelligence

-an important trait related to effective leadership -includes having good language skills, perceptual skills, and reasoning ability-this combination of assets makes people good thinkers, and makes them better leaders -while it is hard for a person to alter his or her IQ intelligence quotient, there are certain ways for a person to improve intelligence in general -intelligent leaders are well informed-they are aware of what is going on around them and understand the job that needs to be done-it is important for leaders to obtain information about what their leadership role entails and learn as much as possible about their work environment-this information will help leaders be more knowledgable and insightful -most of us have average intelligence and know that there are limits to what we can do-nevertheless, becoming more knowledgable about our leadership position gives us the information we need to become better leader

concern for people

-another definition for relationship leadership -within an organization, concern for people includes building trust, providing good working conditions, maintaining a fair salary structure, and promoting good social relations

sociability

-another important trait for leader is sociability -sociability refers to a leader's capacity to establish pleasant social relationships-poeple want sociable leaders: leaders with whom they get along-leaders who show sociability are friendly, outgoing, courteous, tactful, and diplomatic-they are sensitive to others needs and show concern for their well being-sociable leaders have good interpersonal skills and help to create cooperative relationships within their work environments -being sociable comes easier for some than for others-although people vary in the degree to which they are outgoing, it is possible to increase sociability-a sociable leader gets along with coworkers and other people in the work setting-being friendly, kind, and thoughtful, as well as talking freely with others and giving them support, goes a long way to establish a leaders sociability-sociable leaders bring positive energy to a group and make the work environment a more enjoyable place

concern for production

-another label for task leadership -includes policy decisions, new product development, workload, sales volume, or whatever the organization is seeking to accomplish

production orientation

-another label for task leadership -means the leader stresses the production and technical aspects of the job -from this perspective, the leader pays attention to new product development, workload matters, and sales volume, to name a few aspects

determination

-another trait that characterizes effective leaders -determined leaders are very focused and attentive to tasks-they know where they are going and how they intend to get there -determination is the decision to get the job done includes characteristics such as initiative, persistence, and drive -people with determination are willing to assert themselves-they are proactive and they have the capacity to persevere in the face of obstacles -being determined includes showing dominance at times, especially in situations where others need direction

positive psychology

-at the same time Gallup's StrengthsFinder profile was growing in popularity, a major change was occurring in the discipline of psychology-researchers were challenging the discipline to expand its focus on not only what is wrong with people and their weaknesses, but also what is right with people and their positive attributes-this expanded focus, which was initiated by Martin Seligman in an address to the American Psychological Association in 1998, soon became the field of positive psychology -since its inception a decade ago, positive psychology has grown exponentially and developed into a credible and important area of psychological research -specifically, positive psychology, can be defined as "the "scientific" study of what makes life most worth living"-rather than study the frailties and flaws of individuals (the disease model), positive psychology focuses on individual's strengths and the factors that allow them to thrive-it addresses people's positive traits, such as their characteristics and talents and people's positive institutions, such as families, schools, and businesses that influence them -most prominently, it is devoted to the study of people's positive characteristics--their strengths -this makes it invaluable for understanding strengths-based leadership -it launched the analysts of people's strengths into the mainstream of scientific research-concepts and theories from the field of positive psychology directly relate to learning how strengths based leadership works

task behaviors

-behavior approach theories hit their heyday in the 1960s with Blake and Moulton's work exploring how managers use task and relationship behaviors in the organizational setting -research on leadership has shown that leaders engage primarily in two kinds of general behaviors: task behaviors and process behaviors -used by leaders to get the job done (e.g., a leader prepares an agenda for a meeting) -since leadership requires both task and process behaviors, the challenge for leaders is to know the best way to combine them in their efforts to reach a goal

relationship behaviors

-behavior approach theories hit their heyday in the early 1960s with Blake and Moulton's work exploring how managers use task and relationship behaviors in the organizational setting

unrealized strengths

-personal attributes that are less visible -we feel good when we tap into unrealized strengths because they support our efforts and help us achieve our goals -the R2 Strengths Profiler Quadrant Model challenges individuals to become more aware of these strengths and to use them more frequently, thus to marshal them as a resource

Gallup Organization

-best known as a public opinion research organization that conducts political polling, the Gallup Organization also conducts research in other areas of the social sciences -for nearly 40 years, the study of peoples strengths has been a major research focus at Gallup-this work was spearheaded by the late Donald O. Clifton, under whose leadership millions of people were interviewed regarding their performance and human strengths-based on these interview data, Gallup researchers designed and published the StrengthsFinder profile, an online assessment of people's talents and potential strengths-this profile was subsequently titles the Clifton StrengthsFinder in honor of its chief designer and since 2007 has been called StrengthsFinder 2.0 -StrengthsFinder is one of the most widely used self-assessment questionnaires in the world and has been completed by more than 10 million people to date-this assessment has been adopted by many universities and organizations to help individuals identify their strengths, become more engaged, and improve their performance-while Gallup has not published a theory about strengths, the widely accepted use of StrengthsFinder has elevated strengths as a key variable in discussions of factors that account for effective leadership development and performance

Theory Z

-developed by William Ouchi in the late 1970s and 1980s -Ouchi contrasted the collectivistic culture of Japanese companies--which had begun to dominate markets, especially in automobiles and electronics--with the individualism stressed in American organizations and developed an approach that was a hybrid of Theory X and Theory Y -a Theory Z organization is one that emphasizes common cultural values, beliefs, and objectives among its members with a focus on communication, collaboration, and consensual decision making -at the same time, some of the individualistic values of American organizations are also incorporated-Theory Z organizations still maintain formal authority structures and an emphasis on individual contributions and recognizing individual achievements-however, the individual decision making of the leader that is found in both Theory X and Theory Y is not a characteristic of a Theory Z organization

philosophy of leadership

-each of us approaches leadership with a unique set of beliefs and attitudes about the nature of people and the nature of the work-this is the basis for our philosophy of leadership for example, some think people are basically good and will happily work if given the chance and others think people are basically prone to be a bit lazy and need to be nudged to complete their work -these beliefs about people and work have a significant impact on an individual's leadership style and probably come into play in every aspect of a person's leadership -author of The Human Side of Enterprise, Douglas McGregor believed that managers need to understand their core assumptions about human nature and asses how these assumptions relate to their managerial practice-he was interested in how managers view the motivations of workers and their attitudes toward work and that understanding these motivations was central to knowing how to become an effective manager-to explain the ways that managers approach workers, McGregor proposed two general theories: Theory X and Theory Y-he believed that by exploring the major assumptions of each of these theories people could develop a better understanding of their own viewpoints on human behavior and the relationship of these viewpoints to their leadership style

administrative skills

-effective leadership requires administrative skills -these skills are about organizing work -leadership skills are grouped into three categories: ---administrative skills ---interpersonal skills ---conceptual skills -administrative skills help the leader to accomplish the mundane but critically important aspects of showing leadership -some would argue they are the most fundamental of all the skills required of a leader -refer to those competencies a leader needs to run an organization in order to carry out the organization's purposes and goals -these involve planning, organizing work, assigning the right tasks to the right people, and coordinating work activities -administrative skills are divided into three specific sets of skills: ---managing people ---managing resources ---and showing technical competence

authoritarian leadership style

-in many ways the authoritarian leadeship style is similar to Theory X -for example, authoritarian leaders perceive followers as needing direction-they need to control followers and what they do-they exphasize that they are in charge, exerting influence and control over group members-they determine tasks and procedures for group members but may remain aloof from participating in group discussions-they do not encourage communication among group members, instead they prefer that communication be directed to them-in evaluating others, they give praise and criticism freely, but it is given based on their own personal standards rather than based on objective criticism -some have argued that authoritarian leadership represents a rather pessimistic, negative, and discouraging view of others-others would argue that authoritarian leadership is a much needed form of leadership:it serves a positive purpose, particularly for people who seek security above responsibility-in many contexts, authoritarian leadership is used to give direction, set goals, and structure work-authoritarian leaders are very effective and successful in motivating others to accomplish work-in these contexts, authoritarian leadership is very useful -on the positive side, authoritarian leadership is efficient and productive-authoritarian leaders give direction and clarity to people's work and accomplish more in a shorter period-it is useful in establishing goals and work standards -on the negative side, authoritarian leadership fosters dependence, submissiveness, and a loss of individuality-the creativity and personal growth of followers may be hindered-it is possible that over time followers will lose interest in what they are doing and become dissatisfied with their work-if that occurs, authoritarian leadership can create discontent, hostility, and even aggression -authoritarian leadership can become abusive leadership where these leaders use their influence, power, and control for their personal interests or to coerce followers to engage in unethical or immoral activities -while the negative aspects of authoritarian leadership appear to outweigh the positive, it is not difficult to imagine contexts where authoritarian leadership would be the preferred style of leadership-despire the negatives of it, this form is common and necessary in many situations

"Big Five" personality factors

-in the 1980s, researchers linked leadership to the "Big Five" personality factors while interest in emotional intelligence as a trait gained favor in the 1990s.

relational approach

-in the 1990s, researchers began examining the nature of relations between leaders and followers -this research evolved into the leader-member exchange (LMX) theory -research in the relational approach to leadership continues to generate moderate interest today

behavior approach

-in the late 1930s, leadership research began to focus on behavior-what leaders do and how they act -behavior approach theories hit their heyday in the early 1960s with Blake and Moulton's (1964) work exploring how managers use task and relationship behaviors in the organizational setting

emotional intelligence

-interest in emotional intelligence as a trait gained favor in the 1990s

employee orientation

-relationship leadership is described as having an employee orientation -involves taking an interest in workers as human beings, valuing their uniqueness, and giving special attention to their personal need

initiating structure

-some have labeled task leadership as initiating structure which means the leader organize work, defines role responsibilities, and schedules work activities

skill

-leadership is a skill -conceptualized as a skill, leadership is a competency developed to accomplish a task effectively -skilled leaders are competent people who know the means and methods for carrying out their responsibilities -skilled leaders are competent-they know what they need to do and they know how to do it -describing leadership as a skill makes leadership available to everyone because skills are competencies that people can learn or develop -viewed as a skill, leadership can be studied and learned -if you are capable of learning from experience, you can acquire leadership

trait

-leadership is a trait -a distinguishing quality of an individual, which is often inherited -defining leadership as a trait means that each individual brings to the table certain qualities that influence the way he or she leads -saying that leadership is a trait places a great deal of emphasis on the leader and on the leader's special gifts-it follows the often-expressed belief "leaders are born, not made" -some argue that focusing on traits makes leadership an elitist enterprise because it implies that only a few people with special talents will lead -although there may be some truth to this argument, it can also be argued that all of us are born with a wide array of unique traits and that many of these traits can have a positive impact on our leadership -it may also be possible to modify or change some traits -strength-based leadership is a variation of trait leadership -although there are many important leadership traits, what is most important for leaders is having the required traits that a particular situation demands -effective leadership results when the leader engages the right traits in the right place at the right time

ability

-leadership is an ability -a person who has leadership ability is able to be a leader-that is has the capacity to lead -while the term frequently refers to a natural capacity, ability can be acquired -in leadership, some people have the natural ability to lead, while others develop their leadership abilities through hard work and practice -

conceptual skills

-leadership skills are grouped into three categories: ---administrative skills ---interpersonal skills ---conceptual skills -these skills are about working with concepts and ideas -involve the thinking cognitive aspects of leadership and are critical to such things as creating a vision or strategic plan for an organization -a leader with conceptual skills is able to conceive and communicate the ideas that shape an organization from its goals and mission to how to best solve problems -conceptual skills for leaders can be divided into three parts: ---problem solving ---strategic planning ---creating vision

learned behaviors

-learned behaviors represent those ingrained things we have learned throughout our life experience -although valuable, they do not excite or inspire us -the R2 Strengths Profiler Quadrant Model suggests limiting, or moderating, the use of these behaviors because they are draining and do not energize us

Theory X

-made up of three assumptions about human nature and human behavior: ---assumption 1) the average person dislikes work and will avoid it if possible ---assumption 2) people need to be direct and controlled ---assumption 3) people want security, not responsibility -if a person's personal leadership style or philosophy is similar to Theory X, it means these leaders have a tendency to view workers as lazy and uninterested in work because they do not value work-Theory X leaders tend to be directive and controlling-they supervise followers closely and are quick to both praise and criticize them as they see fit-at times, these leaders remind workers of their goal or threaten them with punishment to persuade them to accomplish tasks-as the person in charge, the leader sees his or her leadership role as instrumental to getting the job done-the leader also believes it is their role to motivate followers because these workers have little self-motivation-becaue of this belief, the leaders take on the responsibility for their followers actions-from the Theory X perspective, followers have a need for leadership

charisma

-of all the traits related to effective leadership, charisma gets the most attention -refers to a leader's special magnetic charm and appeal, and can have a huge effect on the leadership process -a special personality characteristic that gives a leader the capacity to do extraordinary things -gives the leader exceptional powers of influence -not a common personality trait -charasmatic leaders serve as a STRONG ROLE MODEL for the values that they desire others to adopt -charasmatic leaders show COMPETENCE in every aspect of leadership, so others trust their decisions -charasmatic leaders ARTICULATE CLEAR GOALS and STRONG VALUES -charasmatic leaders communicate HIGH EXPECTATIONS for followers and SHOW CONFIDENCE in their abilities to meet these expectations -charasmatic leaders are an INSPIRATION to others-they can excite and motivate others to become involved in real change

personal styles

-one way to explore our own task and relationship perspectives on leadership is to explore our personal styles in these two areas -in considering your personal style, it is helpful to describe in more detail your task oriented and relationship oriented behaviors -we all have personal styles that incorporate some combination of work and play -there are task styles and relationship styles

integrity

-perhaps most important, effective leaders have integrity -integrity characterizes leaders who possess the qualities of honest and trustworthiness -poeple who adhere to a strong set of principles and take responsibility for their actions are exhibiting integrity -leaders with integrity inspire confidence in others because they can be trusted to do what they say they are going to do-they are loyal, dependable, and transparent -integrity makes a leader believable and worthy of our trust -good leaders are honest-dishonesty creates mistrust in others, and dishonest leaders are seen as undependable and unreliable-honesty helps people to have trust and faith in what leaders have to say and what they stand for-honesty also enhances a leader's ability to influence others because they have confidence in and believe in their leader -integrity demands being open with others and representing reality as fully and completely as possible-however, this is not an easy task-there are times when telling the complete truth can be destructive or counterproductive -the challenge for leaders is to strike a balance between being open and candid and monitoring what is appropriate to disclose in a particular situation-while it is important for leaders to be authentic, it is also essential for them to have integrity in their relationships with others -integrity undergirds all aspects of leadership-it is at the core of being a leader-integrity is a central aspect of a leader's ability to influence-if people do not trust a leader, the leader's influence potential is weakened-in essence, integrity is the bedrock of who a leader is-when a leader's integrity comes into question, his or her potential to lead is lost

themes of human talent

-the 34 talent themes, developed by Gallup researchers, did the best job at explaining excellent performance-they are "the most common themes that emerged from the study of human talent" -for the last decade these themes have been the benchmark for discussing strengths in the workplace -it is important that the Gallup researchers identified themes of human talents, not strengths-talents are similar to personality traits:they are relatively stable, fixed characteristics that are not easily changed-from talents, strengths emerge-the equation for developing a strength is talent times investment-strengths are derived from having certain talents and then further developing those talents by gaining additional knowledge, skills, and practice -talents are not strengths, but they provide the basis for developing strengths when they are coupled with knowledge, skills, and practice

dark side of leadership

-the destructive side of leadership where a leader uses his or her influence or power for personal ends -such leaders are considered "toxic", where their leadership leaves their followers worse off than they found them, often violating the basic human rights of others and playing to their followers basest fears -able to thrive when three conditions exist: ---a destructive leader ---susceptible followers ---and a conducive environment

"Great Man" theories

-the early trait approach theories were called "Great Man" theories because they focused on identifying the innate qualities and characteristics possessed by great social, political, and military leaders such as Catherine the Great, Gandhi, Abraham Lincoln, Moses, Joan of Arc

trait approach

-the early trait approach theories were called "Great Man" theories because they focused on identifying the innate qualities and characteristics possessed by great social, political, and military leaders such as Catherine the Great, Gandhi, Abraham Lincoln, Moses, and Joan of Arc -studies of leadership traits were especially strong from 1900 to the early 1940s and enjoyed a renewed emphasis beginning in the 1970s as researchers began to examine visionary and charasmatic leadership -in the 1980s, researchers linked leadership to the "Big Five" personality factors while interest in emotional intelligence as a trait gained favor in the 1990s

situational approach

-the premise of this approach is that different situations demand different kinds of leadership -serious examination of situational approach theories began in the late 1960s by Hersey and Blanchard and Reddin -Situational approaches continued to be refined and revised from the 1970s through the 1990s -types: path-goal theory and contingency theory

interpersonal skills

-these skills are about dealing effectively with people -leadership skills are grouped into three categories: ---administrative skills ---interpersonal skills ---conceptual skills -effective leadership requires interpersonal skills -interpersonal skills are people skills: those abilities that help a leader to work effectively with followers, peers, and superiors to accomplish the organization's goals -interpersonal skills are divided into three parts: ---being socially perceptive ---showing emotional intelligence ---and managing interpersonal conflicts

realized strengths

-they are personal attributes that represent our strongest assets -we are energized when we use them because they help us perform well -the R2 Strengths Profiler Quadrant Model suggests that people should make every effort to maximize the use of these realized strengths, when it is appropriate to do so

laissez-faire leadership style

-this style is dissimilar to both Theory X and Theory Y: laissez-faire leaders do not try to control followers as Theory X leaders do, and they do not try to nurture and guide followers as Theory Y leaders do-it stands alone as a style of leadership-some have labeled it non leadership -the laissez-faire leader is a nominal leader who engages is minimal influence -laissez-faire means the leader takes a "hands-off, let it ride" attitude toward followers -these leaders recognize followers but are very laid back and make no attempt to influence their activities-under this leadership, followers have freedom to do pretty much what they want to do whenever they want to do it-laissez-faire leaders make no attempt to appraise or regulate the progress of followers -this leadership tends to produce primarily negative outcomes-the major effect is that very little is accomplished under a laissez-faire leader-because people are directionless and at a loss to know what to do, they tend to do nothing-giving complete freedom results in an atmosphere that most followers find chaotic-followers prefer some direction; left completely on their own, they become frustrated-without a sense of purpose or direction, group members have difficulty finding meaning in their work, the become unmotivated and disheartened-as a result, productivity goes down -there are situations where laissez-faire style is successful-people who are self-starters, who excel at individualized tasks and don't require ongoing feedback, may prefer working under these leaders -while there are a few situations where laissez-faire leadership is effective, in a majority of situations, it proves to be unsuccessful and unproductive

democratic leadership style

-this style strongly resembles the assumption of the Theory Y -democratic leaders treat followers as fully capable of doing work on their own-rather than controlling followers, democratic leaders work with followers, trying hard to treat everyone fairly, without putting themselves above followers-they see themselves as guides rather than directors-they give suggestions to others, but never with any intention of changing them-helping each follower reach personal goals is important to a democratic leader-they do not use "top-down" communications, instead they speak on the same level as their followers-making sure everyone is heard is a priority-they listen to followers in supportive ways and assist them in becoming self-directed-they promote communication between group members and in certain situations are careful to draw out the less-articulate members of the group-they prove information, guidance, and suggestions, but do so without giving orders and without applying pressure-in their evaluation of followers, they give objective praise and criticism -the outcomes of democratic leadership are mostly positive: ---democratic leadership results in greater group member satisfatction, commitment, and cohesiveness ---under democratic leadership there is more friendliness, mutual praise, and group mindedness-followers tend to get along with each other and willingly participate in matters of the group, making more "we" statements and fewer "I" statements ---democratic leadership results in stronger worker motivation and greater creativity-people are motivated to participate more and are more committed to group decisions -the downside is that it takes more time and commitment from the leader-work is accomplished, but not as efficiently as if the leader were authoritarian

process behaviors

-used by leaders to help people feel comfortable with other group members and at ease in situations in which they find themselves (e.g., a leader helps individuals in a group to feel included) -leadership requires both task and process behaviors -reserach on leadership has shown that leaders engage primarily in two kinds of general behaviors: task behaviors and process behaviors -since leadership requires both task and process behaviors, the challenge for leaders is to know the best way to combine them in their efforts to reach a goal

theory

-usually includes a set of hypotheses, principles, or law that explain a given phenomenon -theories are more refined and can provide a predictive framework in analyzing the phenomenon

weaknesses

-weaknesses are our limiting attributes -they often drain our energy and result in poor performance -the R2 Strengths Profiler Quadrant Model suggests that effective people try to minimize their weaknesses so as to make them irrelevant or less concern -the CAPP model is prescriptive and pragmatic-the R2 Strengths Profiler suggests ways people can be more effective by increasing their strengths and minimizing their weaknesses -the model recommends that individuals look for ways to increase use of their unrealized strengths-we should capitalize on our strengths but also seek out ways to express our unrealized strengths-the model recommends that we try to moderate our use of learned behaviors and minimize our use of our weaknesses-we are energized by our strengths (the top two quadrants) and we lose energy when we express our weaknesses and learned behavior (the bottom two quadrants)

leadership style

-whatever you behaviors are as a leader, they are indicative of your leadership style -defined as the behaviors of leaders, focusing on what leaders do and how they act-this includes actions towards followers in a variety of contexts -your leadership style is driven by your personal leadership philosophy -the most commonly observed leadership styles associated with Theory X and Theory Y are authoritarian, democratic, and laissez-faire-while none of these style emerge directly from Theory X or Theory Y, the authoritarian and democratic styles closely mirror the ideas set forth in these theories, respectively -the primary work on style of leadership was by Lewin, Lippitt, and White who analyzed the impact of various leadership styles on small group behavior-using groups of 10 year old boys who met after school to engage in hobby activities, the researchers analyzed what happened when their adult leaders used one of three style: authoritarian, democratic, or laissez-faire-the groups of boys experienced each of the three styles of leadership for a 6 week period=the outcome of the study was a detailed description of the nature of the leadership behaviors used of each of the three styles and described the impact each of these three styles had on group members -the three styles are not distinct entities (like personality traits)-they overlap each other-that is a leader can demonstrate more than one style in any given situation-for example, a leader may be authoritarian about some issues and democratic about others, or a leader may be authoritarian at some points during a project and democratic at others-as leaders, we may display aspects of all of these styles