Org Beh CH12

The ability to influence a group toward the achievement of a vision set of goals

Theories that consider personal qualities and characteristics that differentiate leaders for non-leaders

Theories proposing that specific behaviors differentiate leaders from non-leaders.

The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment.

the extent to which a leader is likely to have job relationships characterized by mutual trust, respect, for subordinates' ideas, and regard for their feelings

The theory that effective groups depend on a proper match between a leader style of interacting with subordinates and the degree to which the situation gives control influence to the leader

An instrument that measures whether a person is a task or relationship-oriented

The degree of confidence, trust and respect subordinates have in their leader.

The degree to which job assignments are procedurized.

Influence derived from one's formal structural position in the organization; includes the power to hire, fire discipline, promote, and give salary increases.

A contingency theory that focuses on followers' readiness

A theory that states that it is the leader's job to assist followers in attaining their goals and provide the necessary direction and or support to ensure that their goals are compatible with the over objectives of the group or organization,

A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.

A theory that supports leaders' creations of ingroups and outgroups; subordinates with ingroups status will likely have higher performance ratings, less turnover, and greater job satisfaction.

A leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors

A long-term strategy for attaining a goal or goals

A formal articulation of an organization's vision or mission.

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.

Leaders who inspire followers to transcend their own self-interest and who are capable of having a profound and extraordinary effect on followers.

A model that depicts seven management styles on continuum laissez-faire, management by exception, contingent, reward leadership, individualized consideration, intellectual stimulation, inspirational motivation, and idealized influences.

Leaders who know who they are, know what they believe in and value and act on those values and beliefs openly candidly. Their followers consider them to be ethical people.

A leadership concept stating leaders convey values centered on others versus self-interest along with role-model ethical conduct.

A leadership style marked by going beyond the leader's own self-interest and instead focusing on opportunities to help followers grow and develop

A positive expectation that another person will not act opportunistically.

How likely an employee is to trust a leader.

A senior employee who sponsors and supports a less-experienced employee called a protégé

A leadership theory that says leadership is merely an attribution people make about other individuals

attributes such as experience and training that can replace the need for leaders' support or ability to create structure.

Attributes that make it impossible for leader behavior to make any difference to follower outcomes.

Trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires.