Term
| Organizational leadership |
|
Definition
| an interpersonal process that involves attempts to influence other people in attaining organizational goals |
|
|
Term
|
Definition
| anyone can exhibit acts of leadership behavior in an organization |
|
|
Term
|
Definition
| influence that assists a group of organization to perform successfully and meet its goals an objectives. |
|
|
Term
|
Definition
| leader regarded as provider, father, care-taker; found where collectivism - SE Asian, Central & South America |
|
|
Term
|
Definition
| the capacity or ability to influence - change course of events, overcome resistance, get people to do things they would normally not do |
|
|
Term
|
Definition
| power based on a person’s position and rank in an organization |
|
|
Term
|
Definition
| power based on a person’s individual characteristics |
|
|
Term
| Legitimate power - Formal Authority |
|
Definition
| position power granted to a person by the organization |
|
|
Term
|
Definition
| a type of position power based on a person’s authority to distribute rewards |
|
|
Term
|
Definition
| position power based on person’s authority to administer punishments, either by withholding something that is desired or by giving out something that is not desired |
|
|
Term
|
Definition
| o Attached to person and stay with that individual regardless of position or organization |
|
|
Term
|
Definition
| type of personal power based on specialized knowledge not readily available to many people. |
|
|
Term
|
Definition
| a type of personal power gained when people are attracted to, or identify with, that person |
|
|
Term
|
Definition
| a specific behavior used to affect behavior and attitudes of other people. |
|
|
Term
|
Definition
| sharing of power with others, particularly those with more power sharing it with those who have less. |
|
|
Term
|
Definition
| relatively enduring characteristic of a person |
|
|
Term
|
Definition
| set of traits that can produce an especially strong form of referent power – one who has influence over others based on the individual’s inspirational qualities rather than formal power or position. |
|
|
Term
|
Definition
| awareness of others’ feelings and a sensitivity to one’s own emotions and the ability to control them |
|
|
Term
|
Definition
| the ability to “read” other people and their intentions and adjust one’s own behavior in response |
|
|
Term
| task behaviors vs people behaviors |
|
Definition
initiating structure - center on specifying and identifying roles
consideration or relationship-oriented - friendly and supportive, showing trust and confidence, concerned with welfare |
|
|
Term
| Transformational Leaderhship |
|
Definition
| inspire others, leadership that motivates follower to ignore self-interests and work for the larger good of the organization to achieve significant accomplishments; emphasizes articulating a vision that will convince subordinates to make major changes |
|
|
Term
|
Definition
| leadership that focuses on motivating followers’ self-interests by exchanging rewards for their compliance; emphasizes having subordinates implement procedures correctly and make needed, but relatively routine, changes |
|
|
Term
| Hersey and Blanchard’s situational leadership model |
|
Definition
| a model that proposes that different types of appropriate leadership are contingent on some other variable, in this case, followers’ readiness to learn new tasks. |
|
|
Term
|
Definition
| immediate work group (those who come indirect contact with a leader) and larger organization (composed of all individuals and groups who do not usually have frequent, direct personal contact with a leader). |
|
|
Term
| Fiedler’s leadership contingency theory |
|
Definition
| leadership effectiveness contingent on combination of type of leader (relative task or person oriented) relative degree of favorability of situation for leader. Favorable when three conditions met – relation with subordinates good, task highly structured, leader has considerable position power. |
|
|
Term
|
Definition
| a contingency theory of leadership that focuses on the leader’s role in increasing subordinate satisfaction and effort by increasing personal payoffs for goal attainment and making the path to these payoffs easier. |
|
|
Term
| Neutralizer of leadership |
|
Definition
| any aspect of the organization or work situation that can hinder the exercise of leadership – inflexible organization procedures that do not give leaders sufficient freedon, compensation policy not allowing reward for performance – emphasize importance of contingency – often dysfunctional |
|
|
