Management 363 Chapter 14

Leadership: Styles and Behaviors

38 cards   |   Total Attempts: 182
  

Cards In This Set

Front Back
Leadership
Use of power and influence to direct the activities of followers toward goal achievement
Leader-member Exchange Theory
Argues that new leader-member relationships are typically marked by a role taking phase
Role Taking
A period in which a manager describes role expectations and an employee attempts to fulfill those expectations
Role Making
The employee's own expectations for the dyad get mixed in with those of the leader
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 the development of mutual trust, respect, and obligation in leader-member dyads
Leader Emergence
Who becomes a leader in the first place
Leader Effectiveness
How well people actually do in a leadership role
Decision-Making Styles
Capture how a leader decides as opposed to what a leader decides
Autocratic Style
Leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit
Consultative Style
Leader presents the problem to individual or group of employees asking for their opinions and suggestions before making the decision
Facilitative Style
Leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anybody else
Delegative Style
Leader gives an individual or group of employees the responsibility for making the decision within some set of specified boundary conditions
Time-Driven Model of Leadership
Model suggest that seven factors combine to make some decision-making styles more effective in a given situation and other styles less effective
Initiating Structure
Reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment
Consideration
Reflects the extent to which leaders create job relationships characterized by mutual trust, respect for employee ideas, and consideration of employee feelings