| leader emergence | The study of the characteristics of individuals who become leaders, thereby examining the basis on which they were elected, appointed, or simply accepted.
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| leadership effectiveness | The study of which behaviors on the part of a designated leader (regardless of how that position was achieved) lead to an outcome valued by the work group or organization.
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| leader | The individual in a group given the task of directing and coordinating task-relevant group activities or, in the absence of a designated leader, carries the primary responsibility for performing these functions in the group.
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| attempted leadership | Leader accepts the goal of changing the behavior of a follower, and can be observed attempting to change the follower.
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| successful leadership | Follower changes his or her behavior as a function of the leader's effort.
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| effective leadership | Leader changes a follower's behavior, resulting in both leader and follower feeling satisfied and effective.
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| leader development | Training that concentrates on developing, maintaining, or enhancing individual leader attributes such as knowledge, skills, and abilities.
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| leadership development | Training that concentrates on the leader-follower relationship and on developing an environment in which the leader can build networked relationships among individuals that enhance cooperation and resource exchange in creating organizational value.
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| interpersonal competence | Includes social awareness and social skills such as the ability to resolve conflict and foster a spirit of cooperation.
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| power motive | Motive to attain control or power that results from people learning that the exercise of such control over others or the environment is pleasing.
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| activity inhibition | Psychological term used to describe a person who is not impulsive.
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| affiliation need | Need for approval or connections with others.
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| great man/great woman theory | Theory developed by historians who examined the life of a respected leader for clues leading to his or her greatness; often focused on a galvanizing experience or an admirable trait (persistence, optimism, or intelligence) that the leader possesses to a singular degree.
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| trait approach | Approach that attempts to show that leaders possessed certain characteristics that nonleaders did not.
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| power approach | An approach to leadership that examines the types of power wielded by leaders.
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| behavioral approach | Approach begun by a group of leadership researchers at Ohio State University; focused on the kinds of behavior engaged in by people in leadership roles and identified two major types of leader behavior: consideration and initiating structure.
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| consideration | Type of behavior identified in the Ohio State Leadership Studies; included behavior indicating mutual trust, respect, and a certain warmth and rapport between the supervisor and his or her group.
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| initiating structure | Type of behavior identified in the Ohio State Leadership Studies; included behavior in which a supervisor organizes and defines group activities and his or her relation to the group.
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| task-oriented behavior | Type of behavior identified by University of Michigan researchers as an important part of a leader's activities; similar to initiating structure from the Ohio State studies.
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| relations-oriented behavior | Type of behavior identified by University of Michigan researchers as an important part of a leader's activities; similar to consideration in the Ohio State model.
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| participative behavior | Behavior identified in the Michigan Leadership Studies; allows subordinates more participation in decision making and encourages more two-way communication.
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| contingency approach | Approach that was proposed to take into account the role of the situation in the exercise of leadership.
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| job maturity | A subordinate's job-related ability, skills, and knowledge.
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| psychological maturity | The self-confidence and self-respect of a subordinate.
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| path-goal leadership theory | Leadership theory proposed by House and his colleagues that includes both the characteristics of the subordinate and the characteristics of the situation. It assumes that the leader's responsibility is to show the subordinate the path to valued goals.
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| social undermining | Behaviors such as a leader's criticism that indicate a dislike for another individual, as well as actions that tend to present an obstacle to that individual's goal-directed behavior.
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| social support | The comfort, assistance, or information an individual receives through formal or informal contacts with individuals or groups.
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| leader-member exchange (LMX) theory | Leadership theory that proposed that leaders adopt different behaviors with individual subordinates and that the particular behavior pattern of the leader develops over time and depends to a large extent on the quality of the leader-subordinate relationship.
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| in-group members | Followers who have high-quality relationships with their leader and high latitude for negotiating their work roles.
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| out-group members | Members who have low-quality relationships with their leader and little latitude for negotiating their work roles.
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| life-cycle of a leader-follower relationship | Describes recent versions of leader-member exchange (LMX) theory that include a dynamic process in which the task of the leader is to drive the relationship from a tentative first-stage relationship to a deeper, more meaningful one.
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| transformational leadership | Concept that describes the behavior of inspirational political leaders who transform their followers by appealing to nobler motives such as justice, morality, and peace.
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| transactional leadership | Process by which leaders show followers how they can meet their personal goals by adopting a particular behavior pattern. The leader develops social contracts with followers in which certain behaviors will be rewarded.
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| idealized influence | Leaders display conviction, emphasize trust, take stands on difficult issues, emphasize the importance of commitment and purpose, and are aware of the ethical consequences of their decisions.
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| inspirational motivation | Leaders articulate an appealing vision of the future, challenge followers with high standards, talk optimistically with enthusiasm, and provide encouragement and meaning for what needs to be done.
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| intellectual stimulation | Leaders question old assumptions, values, and beliefs; stimulate new ways of doing things, and encourage expression of ideas and reasons.
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| individualized consideration | Leaders deal with others as individuals; consider individual needs, abilities, and aspirations; listen attentively; and advise, coach, and teach.
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| laissez-faire leadership | The lowest level of leadership identified by Bass who contrasted it with transactional leadership and transformational leadership.
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| full-range theory of leadership | Hierarchical model that ranges from laissez-faire leadership through transactional leadership to transformational leadership.
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| Multifactor Leadership Questionnaire (MLQ) | Self-report instrument used in the development and validation of the theory of transformational leadership.
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| charisma | A personal attribute of a leader that hypnotizes followers and compels them to identify with and attempt to emulate the leader.
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| charismatic leader | Leader with followers who are emotionally attached to the leader, never question the leader's beliefs or actions, and see themselves as integral to the accomplishment of the leader's goals.
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| charismatic leadership theory | Approach with many different versions of the notion that charisma is related to leadership; (1) in a crisis situation, followers will perceive charismatic characteristics in an individual and accept that person as a leader; (2) certain leader behaviors (use of innovative strategies) contribute to a charismatic aura.
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| virtual team | Team that has widely dispersed members working together toward a common goal and linked through computers and other technology.
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| telecommuting | Accomplishing work tasks from a distant location using electronic communication media.
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| global leadership and organizational behavior effectiveness (GLOBE) | A large-scale cross-cultural study of leadership that involves the efforts of 170 social scientists and management researchers in over 60 countries.
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| culture-specific characteristics | Leader characteristics that are more acceptable in some countries than others.
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