Organizational Behavior

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Organizational Behavior
2011-12-10 13:20:27
Chapter 11

Chapter 11
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  1. Trait theories of leadership
    Theories that propose traits - personality, social, physical, or intellectual - differentiate leaders fron non leaders
  2. Behavioural Theories of leadership
    theories that propose that specific behavious differentiate leaders from non leaders
  3. Initiating structure
    The extent to which a leader id likely to define and structure his or her role and the roles of employees in order to attain goals
  4. Consideration
    The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for employees' ideas, and regard for their feelings.
  5. Employee-oriented leader
    A leader who emphasizes interpersonal relations
  6. Production-oriented leader
    A leader who emphasizes the technical or task aspects of the job
  7. Leadership Grid
    A two-dimensional grid outlining 81 different leadership styles.
  8. Situational, or contigency, theories
    Theories that propose leadership effectiveness is dependent on the situation
  9. Fiedler Contigency model
    A leadership theory that proposeseffective group performance depends on the proper match between the leaderès style of interacting with his or her followers and the degree to which the situation gives the leader control and influence
  10. Situational Leadership
    A leadership theory that focuses on the readiness of followers
  11. Path-goal theory
    A leadership theory that says itès the leaderès job to assist followers in attaining their goals and to provide necessary direction andéor support to ensure that their goals are compatible with the overall objectives of the group or organization.
  12. Framing
    A way of using language to manage meaning
  13. Charismatic Leadership Theory
    A leadership Theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behavious.
  14. Vision
    A long-term strategy for attaining a goal or goals
  15. Vision Statement
    A formal articulation of an organization's vision or mission
  16. Level 5 leaders
    Leaders who are fiercely ambitious and driven, but their ambition is directed towards their company rather than themselves
  17. Transactional Leaders
    Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements
  18. Transformational Leaders
    Leaders who ispire followers to trancend their own self-interest and who are capable of having a profund and extraordinary effect in followers
  19. Mentor
    A senior employee who sponsors and supports a less experienced employee.
  20. Authentic Leaders
    Leaders who know who they are, know what they believe in and value, and act on these values and beliefs openly and candidly. Their followers could consider them to be ethical people.
  21. Socialized Charismatic Leadership
    A leadership concept that states that leaders convey values that are other-centred vs self-centred and who role model ethical conduct