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30 Cards in this Set
- Front
- Back
TRAIT THEORY
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States one's leadership effectiveness is based on their intelligence, self-confidence, and integrity.
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PSYCHODYNAMIC THEORY
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This argues that followers and leaders are drawn to their roles, and achieve sucess in those roles by virtue of personality types
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SKILLS THEORY
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Focuses on leaders who are emotionally intelligent and can solve problems successfully
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STYLE THEORY
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This concentrates on two types of leadership: task- or production oriented leadership and people-or relationship oriented leadership
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SITUATIONAL LEADERSHIP THEORY
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Identifies four styles a leader uses that are based on the subordinate's development level and the situation (task) at hand.
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CONTINGENCY THEORY
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States that leaders are moved into and out of various situations based on the(1) leader-follower relationship, (2) the leader's position power, and (3) the task structure
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PATH-GOAL THEORY
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This theory views leaders as trailblazers. Creating situations/ conditions for their subordinates to be successful
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LEADERSHIP-MEMBER EXCHANGE THEORY
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It is emphasized that leaders must develop specialized, individual relationships with their followers
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AUTHENTIC LEADERSHIP THEORY
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States that effective leaders are true to themselves and others and adhere to strong morals and values.
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FULL RANGE LEADERSHIP DEVELOPMENT
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Leadership training system that suggests leaders perform throughout a gamut of active and passive leadership behaviors.
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LAISSEZ-FAIRE
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Leaders who are usually absent fro their duties, considered lazy, and have poor relationships with their subordinates.
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MANAGEMENT BY EXCEPTION-PASSIVE
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Behavior where leaders hold followers accountable when standards are not met or when something goes wrong.
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MANAGEMENT BY EXCEPTION-ACTIVE
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Followers appreciate this behavior as it reduces uncertainties regarding their purpose. Leader is engaged.
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TRANSACTIONAL LEADERSHIP
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This is the most active and effective form of leadership behavior.
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SKINNER'S OPERANT CONDITIONING THEORY
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Theory that considers a method of learning that occurs through rewards and punishment for behavior. (Reinforcement)
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MCCLELLAND'S NEED THEORY
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Theory that identifies 3 essential requirements a person must satisfy to to be motivated.. (Achievement, Affiliation and Power)
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INTRINSIC MOTIVATION
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Refers to a person and their response to fun or challenges associated with a task rather than receiving external rewards.
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EXTRINSIC MOTIVATION
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Refers to a person's desire to achieve, receive, or avoid some result for his/her behavior
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CONTEMPORARY MOTIVATION
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Where a person's motivation and productivity determine their level of commitment.
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MEMBERSHIP LEVEL
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Members at this level only work to meet the minimum acceptable standard.
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TRANSFORMATIONAL LEVEL
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This is the most active and effective form of leadership behavior. Promotes both positive and meaningful changes in followers by acting as coach/mentor
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INVOLVEMENT LEVEL
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This is the highest level of commitment where members feel their personal needs are met.
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SYSTEM LEVEL REWARDS
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What an organization provides such as pay, training, medical benefits...etc.
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SUPERVISORY REWARDS
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Includes praise, time off,bonus pay, etc for those who go above and beyond the standards.
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PERSONAL REWARDS
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Like intrinsic motivation, these come from a personal satisfaction by completing tasks one enjoys.
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PERFORMANCE REWARDS
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When a person's basic needs are still being satisfied, they tend to be more involved and contribute as long as their leadership recognizes their contributions.
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INDIVIDUALIZED CONSIDERATION
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Leaders makes followers more willing to develop and make them feel valued. (Caring)
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INTELLECTUAL STIMULATION
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Leading through learning and opportunity. (Thinking)
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INSPIRATIONAL MOTIVATION
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Leading by developing and articulating optimistic visions of the future. (Charming)
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IDEALIZED INFLUENCE
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Goes beyond self-interests for the good of others.."servant leader"
(Influencing/ charisma) |