Chapter 13 – Leadership in organizations

360-degree feedback / 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.
Action learning / A leadership development technique involving a continuous process of learning and reflection that is supported by colleagues and that emphasizes getting things done.
Assessment centers / Sessions in which a variety of techniques are used to determine how people behave under various standardized conditions.
Authentic leaders / Highly moral individuals who are confident, hopeful, optimistic, and resilient, and who are highly aware of the contexts in which they operate.
Autocratic (leadership style) / A style of leadership in which a leader makes all decisions unilaterally.
Autocratic-delegation continuum model / An approach to leadership recognizing that leaders allow followers to have different degrees of decision-making power, ranging from autocratic through participative, to delegating.
Consideration (person-centered) / Actions by a leader that demonstrate concern with the welfare of subordinates, having a person-oriented style.
Contingency theories of leader effectiveness / Any of several theories that recognize that certain styles of leadership are more effective in some situations than others.
Cultural intelligence / The degree to which one is sensitive to the cultural differences between people.
Delegation (leadership style) / A style of leadership in which a leader allows employees to make their own decisions.
Executive coaching / A technique of leadership development that involves custom-tailored, one-on-one learning aimed at improving an individual leader’s performance.
Great person theory / 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.
Grid training / A multistep process designed to cultivate within leaders a concern for people and a concern for production.
Initiating structure (production-centered) / Activities by a leader designed to enhance productivity , having a task-oriented style.
Leader / An individual within a group or an organization who wields the most influence over others.
Leader match / 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).
Leader-member exchange (LMX) model / 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.
Leadership / The process whereby one individual influences others toward the attainment of defined group or organizational goals.
Leadership development / The practice of systematically training people to expand their capacity to function effectively in leadership roles.
Leadership motivation / The desire to influence others, especially toward the attainment of shared goals.
LPC / 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)
LPC contingency theory / 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.
Multiple domains of intelligence / 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).
Networking / A leadership development tool designed to help people make connections to others to whom they can turn for information and problem solving.
Participative leadership style / A style of leadership in which a leader solicits opinions form subordinates before making decisions.
Path-goal theory / 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.
Personalized power motivation / The desire to dominate others.
Situational leadership theory / 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, and emotional support.
Socialized power motivation / Leaders’ interest in cooperating with others, developing networks and coalitions, and generally working with subordinates rather than trying to control them.
Transformational leaders / People who do things to revitalize and transform organizations or society.
Two-dimensional model of subordinate participation / 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.