Term
| behavioral model of leadership |
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Definition
| focuses on what leaders actually do and how they do it. |
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| is an individual’s ability to influence others’ behaviors by punishing them. |
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| is the extent to which the leader has relationships with subordinates that are characterized by mutual trust, two–way communication, respect for employees’ ideas, and empathy for their feelings. |
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| consult individually style |
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| the leader presents the problem to team members individually, getting their ideas and suggestions and then makes the decision without bringing them together as a group. |
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| the leader presents the problem to team members in a meeting, gets their suggestions, and then makes the decision. |
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| the leader makes the decision alone and either announces or sells it to the team. |
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| the leader permits the team to make the decision within prescribed limits. |
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| the leader turns over responsibility for making and implementing decisions to followers. |
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| is an individual’s ability to influence others’ behaviors because of recognized competencies, talents, or specialized knowledge. |
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| the leader presents the problem to the team in a meeting, acts as a facilitator, defines the problem to be solved, and sets the boundaries within which the decision must be made. |
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| is the extent to which a leader defines and prescribes the roles of subordinates in order to set and accomplish goals in their areas of responsibility. |
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| is an individual’s ability to influence others’ behaviors because of the person’s formal position in the organization. |
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| involves actions by individuals, teams, or leaders to acquire, develop, and use power and other resources in order to obtain preferred outcomes. |
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| the leader encourages followers to share ideas and facilitates the work by being encouraging and helpful to subordinates. |
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| involves attempts by individuals to influence the behaviors of others as a means to protect their self–interests, meet their own needs, and advance their own goals. |
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| is a follower’s ability to set high but attainable task–related goals and a willingness to accept responsibility for reaching them. |
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| is an individual’s ability to influence others because they respect, admire, or like the person. |
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| includes using two–way communication, listening, encouraging, involving followers in decision making, and giving emotional support. |
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| is an individual’s ability to influence others’ behaviors by providing them with valued things. |
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Definition
| the leader provides direction, encourages two-way communication, and helps build confidence and motivation on the part of the follower. |
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Term
| Situational Leadership® Model |
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Definition
| states that the style of leadership should be matched to the level of readiness of the followers. |
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Term
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Definition
| includes using one–way communication, spelling out duties, and telling followers what to do and where, when, and how to do it. |
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| the leader provides clear instructions, gives specific directions, and supervises the work closely. |
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| s based on a set of beliefs that managers should take a command–and–control approach to management. |
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Definition
| is based on a set of beliefs that managers should take an empowering approach to management. |
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Term
| traits model of leadership |
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Definition
| is based on characteristics of many leaders—both successful and unsuccessful—and is used to predict leadership effectiveness. |
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Term
| Vroom–Jago leadership model |
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Definition
| prescribes a leader’s choice(s) among five leadership styles based on seven situational factors, recognizing the time requirements and costs associated with each style. |
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| is an area within which employees will accept certain directives without questioning the leader’s power. |
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| refers to individuals who (1) know and understand themselves, (2) know what they believe and value, and (3) act on their values and beliefs through open and honest communications with subordinates and others. |
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| involves motivating and directing followers by developing in them a strong emotional commitment to a vision and set of shared values. |
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Term
| Global Leadership and Organizational Behavior Effectiveness (GLOBE) |
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Definition
| examines the interrelationships between societal culture, organizational culture, and organizational leadership. |
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| is the degree to which the leader behaves in charismatic ways that cause followers to identify with him or her. |
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| individualized consideration |
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Definition
| is the degree to which the leader attends to followers’ needs, acts as a mentor or coach, and listens to followers’ concerns. |
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| is the degree to which the leader articulates a vision that appeals to followers. |
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| is the degree to which the leader challenges assumptions, takes risks, and solicits followers’ ideas. |
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Term
| leader–member exchange (LMX) |
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Definition
| suggests that leaders develop different relationships with each of their subordinates through a series of work–related transactions. |
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Term
| organizational leadership |
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Definition
| the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations of which they are members. |
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| shared motives, values, beliefs, identities, and interpretations or meanings of significant events that result from common experiences of members of collectives and are transmitted across generations. |
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| occurs when people together create new alternatives and solutions that are better than their individual efforts. |
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Definition
| involves motivating and directing followers primarily through appealing to their own self–interest. |
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Term
| transformational leadership |
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Definition
| involves anticipating future trends, inspiring followers to understand and embrace a new vision of possibilities, developing others to be leaders or better leaders, and building the organization or group into a community of challenged and rewarded learners. |
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| expresses fundamental aspirations and purpose, usually by appealing to peoples’ emotions and minds |
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