Leadership Chapter Twelve
Leadership Leader One who influences others to attain goals. The greater the number of followers, the greater the influence
Vision Vision A mental image of a possible and desirable future state of the organization.
Sources of Power Figure 12.1
Traditional Approaches to Understanding Leadership Trait approach A leadership perspective that attempts to determine the personal characteristics that great leaders share
Leader Behaviors Behavioral approach A leadership perspective that attempts to identify what good leaders do—that is, what behaviors they exhibit.
Questions Assessing Task Performance and Group Maintenance Leadership Table 12.1
Situational Approaches to Leadership Leadership perspective proposing that universally important traits and behaviors do not exist, and that effective leadership behavior varies from situation to situation.
The Vroom Model of Leadership A situational model that focuses on the participative dimension of leadership. Figure 12.3
Fiedler’s Contingency Model Fiedler’s contingency model of leadership effectiveness A situational approach to leadership postulating that effectiveness depends on the personal style of the leader and the degree to which the situation gives the leader power, control, and influence over the situation.
Fiedler’s Analysis of Situations Figure 12.4
Hersey and Blanchard’s Situational Theory A life-cycle theory of leadership postulating that a manager should consider an employee’s psychological and job maturity before deciding whether task performance or maintenance behaviors are more important.
Path-Goal Theory Path-goal theory A theory that concerns how leaders influence subordinates’ perceptions of their work goals and the paths they follow toward attainment of those goals.
The Path-Goal Framework Figure 12.5
Contemporary Perspectives on Leadership Charismatic leader A person who is dominant, self-confident, convinced of the moral righteousness of his beliefs, and able to arouse a sense of excitement and adventure in followers.