I/O PSY CHAP 12

• Leader emergence


  A part of trait theory that postulates that certain types of people will become leaders and certain types will not
• Affective identity motivation


  The motivation to lead as a result of a desire to be in charge and lead others
• Non calculative motivation


  Those who seek leadership positions because they will result in personal gain
• Social-normative motivation


  The desire to lead out of a sense of duty or responsibility
• Leader performance


  A part of trait theory that postulates that certain types of people will be better leaders than will other types of people
• Self-monitoring


  A personality trait characterized by the tendency to adapt one's behavior to fit a particular social situation
• Need for power


  (According to trait theory) The extent to which a person desires to be in control of other people
• Need for achievement


  (According to trait theory) The extent to which a person desires to be successful
• Need for affiliation


  The extent to which a person desires to be around other people
• Leadership motive pattern


  The name for a pattern of needs in which a leader has a high need for power and a low need for affiliation
• Thematic Apperception Test (TAT)


  A projective personality test in which test takers are shown pictures and asked to tell stories. It is designed to measure various need levels
• Job Choice Exercise (JCE)


  An objective test used to measure various need levels
• Managerial Grid


  A measure of leadership that classifies a leader into one of five leadership styles
• Task-centered leaders


  Leaders who define and structure their roles as well as the roles of their subordinates
• Theory X leaders


  Leaders who believe that employees are extrinsically motivated and thus lead by giving directives and setting goals
• Initiating structure


  The extent to which leaders define and structure their roles and the roles of their subordinates
• Team leadership


  A leadership style in which the leader is concerned with both productivity and employee well-being
• Impoverished leadership


  A style of leadership in which the leader is concerned with neither productivity nor the well-being of employees
• Middle-of-the-road leadership


  A leadership style reflecting a balanced orientation between people and tasks
• Leadership Opinion Questionnaire (LOQ)


  A test used to measure a leader's self perception of his or her leadership style
• Leader Behavior Description Questionnaire (LBDQ)


  A test used to measure perceptions of a leader's style by his or her subordinates
• Person-oriented leaders


  Expected to have satisfied employees
• Task-oriented leaders


  Expected to have productive employees
• Team leadership (high in both)


  Expected to have satisfied and productive employees
• Impoverished leadership (low in both)


  Expected to have unhappy and unproductive employees
• Poor leader behavior


  • Lack of training
  • Cognitive Deficiencies
  • Personality
• Paranoid or passive-aggressive


  Rooted in feelings of betrayal, these leaders may appear charming but harbor resentment and may act against subordinates in a passive-aggressive manner
• High-likability floater


  Avoids conflict and goes along with the group, maintaining a friendly demeanor but lacking initiative or assertiveness
• Narcissist


  Overcomes insecurity with overconfidence, seeking attention, promoting their own accomplishments, and avoiding blame for failure
• Fiedler's contingency model


  A theory of leadership that states that leadership effectiveness is dependent on the interaction between the leader and the situation
• Least-Preferred Coworker (LPC) Scale


  A test used in conjunction with Fiedler's contingency model to reveal leadership style and effectiveness
• Task structuredness


  The variable in Fiedler's contingency model that refers to the extent to which tasks have clear goals and problems can be solved
• Leader position power


  The variable in Fiedler's contingency model that refers to the extent to which a leader, by the nature of his or her position, has the power to reward and punish subordinates
• Leader–member relations


  The variable in Fiedler's contingency model that refers to the extent to which subordinates like a leader
• Leader Match


  A training program that teaches leaders how to change situations to match their leadership styles
• IMPACT theory


  A theory of leadership that states that there are six styles of leadership (informational, magnetic, position, affiliation, coercive, and tactical) and that each style will be effective only in one of six organizational climates
• Informational style


  A style of leadership in which the leader leads through knowledge and information; most effective in a climate of ignorance
• Ignorance


  An organizational climate in which important information is not available
• Magnetic style


  A style of leadership in which the leader has influence because of his or her charismatic personality; most effective in a climate of despair
• Despair


  An organizational climate characterized by low morale