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25 Cards in this Set
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fixed personal characteristics and innate qualities one possessed known as |
Trait Theory or "The Great man (or Woman) Theory. |
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This theory assumes that the world can be a hostile, unpredictable, and unforgiving environment and that followers look for leaders who can make sense of such a turbulent conditions and crisis situations. |
Psychodynamic Theory |
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This theory focuses on leaders who are emotionally intelligent and can successfully solve problems |
Skills Theory |
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This theory concentrates on two types of leadership: task- or production-oriented leadership which focuses on initiating structures and paths for followers to perform effectively and people- or relationship-oriented leadership which considers fostering good relationships between the leader and followers. |
Style Theory |
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This theory focused on a follower’s competence and commitment, or development level (DL) in completing a specific task and the use of four different leadership styles to influence the follower’s development. |
Situational Leadership Theory |
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What are the four styles of Situational Leadership? |
These styles are (DL1) directive, (DL2) coaching, (DL3) supporting, or (DL4) delegating. |
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This theory matches specific leaders to particular situations in order to achieve the most success. |
Contingency Theory |
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What are the 3 critical situational factors in the Contingency Theory? |
Leader-Member Relations. The degree to which the leaders is trusted and liked by members of the group and their willingness to follow the leader. Leader’s Position Power. The authority the leader has to reward or punish based on his or her organizational position. The power of the leader is based on the position held within the organizational position and authority. The Task Structure. This refers to how well a group’s task(s) have been described. Highly structured means the tasks are clearly understood and easy to understand. Unstructured means the tasks are difficult to understand and are complex or difficult to execute.45To determine a leader’s effectiveness, Fred Fiedler suggests that the interaction |
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The theory emphasizes that leaders must develop specialized relationships with each of their followers instead of treating all their followers the same way. |
Leadership-Member Exchange |
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States one’s leadership effectiveness is based on their intelligence, self-confidence, and integrity. |
Trait Theory |
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This theory views leaders as trailblazers, creating conditions for subordinate success. |
Path-Goal Theory |
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This argues that followers and leaders are drawn to their roles, and achieve success in those roles by virtue of personality types. |
Psychodynamic Theory |
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It emphasized that leaders must develop specialized, individual relationships with their followers. |
Leadership-Member Exchange Theory |
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States effective leaders are true to themselves and others and adhere to strong morals and values. |
Authentic Leadership Theory |
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Leadership training system that suggests leaders perform throughout a gamut of active and passive leadership behaviors. |
Full Range Leadership Development (FRLD) |
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Leaders who are usually absent from their duties, considered lazy, and have poor relationships with their subordinates. |
Laissez-Faire |
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Behavior where leaders hold followers accountable when standards are not met or when things go wrong. |
Management by Exception-Passive |
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Followers appreciate this behavior as it reduces uncertainties regarding their purpose. |
Management by Exception-Active |
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Leadership behavior where a reward is provided for positive behavior |
Transactional Leadership |
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Theory that considers a method of learning that occurs through rewards and punishments for behavior. |
Skinner’s Operant Conditioning Theory |
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Theory that identifies three essential requirements a person must satisfy to be motivated. |
McClelland’s Needs Theory |
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This is the most active and effective form or leadership behavior Where leaders promote positive and meaningful changes in followers by acting as a coach and a mentor. |
Transformational Leadership |
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Refers to results (work, family, education, etc.) to internal factors that they can control |
Intrinsic Motivation |
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Refers to the performance of an activity in order to attain an outcome.. |
Extrinsic Motivation |
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RLAM |
The Right to Lead Assessment Model (RLAM), |
