Chapter 13 – Leadership in organizations
360-degree feedback
Action learning
Assessment centers
Authentic leaders
Autocratic (leadership style)
Autocratic-delegation continuum model
Consideration (person-centered)
Contingency theories of leader effectiveness
Cultural intelligence
Delegation (leadership style)
Executive coaching
Great person theory
Grid training
Initiating structure (production-centered)
Leader
The process of using multiple sources from
around an organization, and outside it, to
evaluate the work of an individual – often used
for leaders to learn what people think about
them.
A leadership development technique involving a
continuous process of learning and reflection
that is supported by colleagues and that
emphasizes getting things done.
Sessions in which a variety of techniques are
used to determine how people behave under
various standardized conditions.
Highly moral individuals who are confident,
hopeful, optimistic, and resilient, and who are
highly aware of the contexts in which they
operate.
A style of leadership in which a leader makes all
decisions unilaterally.
An approach to leadership recognizing that
leaders allow followers to have different degrees
of decision-making power, ranging from
autocratic through participative, to delegating.
Actions by a leader that demonstrate concern
with the welfare of subordinates, having a
person-oriented style.
Any of several theories that recognize that
certain styles of leadership are more effective in
some situations than others.
The degree to which one is sensitive to the
cultural differences between people.
A style of leadership in which a leader allows
employees to make their own decisions.
A technique of leadership development that
involves custom-tailored, one-on-one learning
aimed at improving an individual leader’s
performance.
The view that leaders possess special traits that
set them apart from others, and that these traits
are responsible for their assuming positions of
power and authority.
A multistep process designed to cultivate within
leaders a concern for people and a concern for
production.
Activities by a leader designed to enhance
productivity , having a task-oriented style.
An individual within a group or an organization
who wields the most influence over others.
Leader match
Leader-member exchange (LMX) model
Leadership
Leadership development
Leadership motivation
LPC
LPC contingency theory
Multiple domains of intelligence
Networking
Participative leadership style
Path-goal theory
Personalized power motivation
Situational leadership theory
The practice of matching leaders (based on their
LPC scores) to the groups whose situations best
match those in which they are expected to be
most effective (according to LPC contingency
theory).
A theory suggesting that leaders form different
relations with various subordinates and that the
nature of such dyadic exchanges can exert
strong effects on subordinates’ performance and
satisfaction.
The process whereby one individual influences
others toward the attainment of defined group
or organizational goals.
The practice of systematically training people to
expand their capacity to function effectively in
leadership roles.
The desire to influence others, especially toward
the attainment of shared goals.
Short for “esteem for least preferred coworker”a personality variable distinguishing between
individuals with respect to their concern for
people (high LPC) and their concern for
production (low LPC)
A theory suggesting that leader effectiveness is
determined both by characteristics of leaders
(their LPC scores) and by the level of situational
control they are able to exert over subordinates.
Intelligence as measured in several different
ways, such as cognitive intelligence (traditional
measures of the ability to integrate and interpret
information), emotional intelligence (the ability
to be sensitive to one’s own and others’
emotions), and cultural intelligence (awareness
of cultural differences between people).
A leadership development tool designed to help
people make connections to others to whom
they can turn for information and problem
solving.
A style of leadership in which a leader solicits
opinions form subordinates before making
decisions.
A theory of leadership suggesting that
subordinates will be motivated by a leader only
to the extent they perceive this individual as
helping them to attain valued goals.
The desire to dominate others.
A theory suggesting that the most effective style
of leadership – either delegating, participating,
selling or telling – depends on the extent to
which followers require guidance and direction,
Socialized power motivation
Transformational leaders
Two-dimensional model of subordinate
participation
and emotional support.
Leaders’ interest in cooperating with others,
developing networks and coalitions, and
generally working with subordinates rather than
trying to control them.
People who do things to revitalize and transform
organizations or society.
An approach to leadership that distinguishes
between leaders who are directive or permissive
toward subordinates, and the extent to which
they are participative or autocratic in their
decision making.