Org ch 11

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Author:
maxkelly
ID:
121593
Filename:
Org ch 11
Updated:
2011-12-07 16:09:11
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Org 11
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Org ch 11
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  1. Leadership
    • ability to influence a group toward the achievement of a vision or set of goals
    • source of influence can be formal or informal
  2. Trait theories of leadership
    • differentiates leaders and nonleaders based on traits like personality, social, phyical, or intellectual
    • personality: high extraversion, high contientiousness, high openness indicate leaders
    • emotional stability and agreeableness are not related
  3. Behavioral theories of leadership
    • leaders are made, not born
    • Ohio state studies: Initiating structure vs Consideration
    • Michigan studies: Production oriented vs Employee oriented
  4. Contingency theories
    • Situation determines which leadership style will be effective
    • Fiedler model
  5. Fiedler Model
    • use least preferred coworker questionnaire to determine leadership style
    • three determining situational factors: leader-member orientation, task structure, position power
    • if good, high, and strong or poor, low, and weak a task oriented would be best
    • combinations of good and bad call for a relationship oriented leader
  6. Leader-member exhange theory
    leaders establish an in-group with which they have a special relationship
  7. Charismatic leadership theory
    followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors: vision, takes risks, sentive to follower needs, exhibit behaviors that are out of the ordinary
  8. Transformational leaders
    inspire followers to transcend their own slef-interests for the good of the organization and are capable of having a profound and extraordinary effect on their followers
  9. Transactional leaders
    manages by exception, uses reward system, avoids making decisions
  10. Attribution theory of leadership
    Leadership is merely an attribution that people make about other individuals
  11. Neutralizers of leadership
    neutralize the leader's influence
  12. Substitutes of leadership
    make the leader's influence unnecessary

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