Organizational Behavior 14 Leadership: Styles and Behaviors Flashcards

high initiating structure
Terms Definitions
leader-member exchange theory
explains how leader-member relationships develop over time on a dyadic basis, can explain those differences existnew leader-member relationships typically marked by role taking phase
role-taking phase
manager describes role expectations and employee attempts to fulfill them with job behaviors
role making
employee's own expectations for the dyad get mixed in with those of the leadersometimes supplements role taking phase
leader effectiveness
the degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees, and development of mutual trust
leader emergence
the process of becoming a leader
leader decision-making styles
autocratic style
leader makes decision alone w/o asking for opinions/suggestions
consultative style
leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before making the decision himself
facilitative style
leader presents problem to group of employees and seeks consensus on a solution
delegative style
leader gives an individual employee or group responsibility for making the decision within some set of specified boundary conditions
time-driven model of leadership
suggests that focus should shift away from autocratic, consultative, facilitative, and delegative LEADERS to SITUATIONSdecision significanceimportance of commitment (must employees buy in?)leader expertiselikelihood of commitmentshared objectivesemployee expertiseteamwork skills
day-to-day leadership behaviors
initiating structureconsiderationreadinesstellingsellingparticipatingdelegating
inititiating structure
extent to which leader defines and structures the roles of employees in pursuit of goal attainment
extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings
life cycle theory of leadership
or situational model of leadershipargues that the optimal combination if initiating structure and consideration depends on the readiness of the employees in the work unit
degree to which employees have the ability and willingness to accomplish their specific tasks
high initiating structure and low considerationleader provides specific instructions and closely supervises performance
high initiating structure, high considerationleader supplements her directing w/ support and encouragement to protect confidence levels of employees
low initiating structure, low considerationleader turns responsibility for key behaviors over to the employees
transformational leadership
inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives
transactional leadership
leader rewards or disciplines the follower depending on adequacy of performance
passive mgmt-by-exception
leader waits around for mistakes and errors, then takes corrective action as necessary
active mgmt-by-exception
leader arranges to monitor mistakes and errors actively and takes corrective action when required
contingent reward
leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance
idealized influence
behaving in ways that earn admiration, trust, respect of followerscauses followers to want to identify with and emulate the leader
inspirational motivation
behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future
intellectual stimulation
behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways
individualized consideration
behaving in ways that help followers achieve their potential through coaching, development, and mentoring
substitutes for leadership model
suggests that certain characteristics of the situation can constrain the influence of the leader, making it more9 difficult for the leader to influence employee porformance
reduce importance of the leader while simultaneously providing a direct benefit to employee performance
reduce importance of the leader; have no beneficial impact on performance
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