Democratic leadership approach

Leadership approach in which the leader invites followers to collaborate and commits to acting by consensus.

Leadership theory that states that leaders are not appointed but emerge from the group, which chooses the leader based on interactions.

Theory that states that motivation is based on an employee’s sense of fairness; the individual compares their perceived value with that of others in similar roles and makes a calculation based on their inputs and outputs.

Motivation theory that states that effort increases in relation to one’s confidence that the behavior will result in a positive outcome and reward; includes Vroom’s theory.

Power that is created when a leader is recognized as possessing great intelligence, insight, or experience.

Theory that states that motivation can be increased by providing employees with goals against which they can assess their achievement.

Leader-member exchange theory

Leadership theory that focuses on a two-way relationship between leaders and chosen employees; the leader mentors selected team members and gives them access to more information and resources in order to strengthen levels of trust and support.

Power that is created formally, through a title or position in the hierarchy that is associated with the rights of leadership.

Factors that initiate, direct, and sustain human behavior over time.

Motivation theory that states that individuals are motivated by a desire to satisfy certain needs and that understanding these needs allows leaders to offer the right incentives and create the most motivational external environments; includes self-determination and theories of Maslow, Herzberg, and McClelland.

Pacesetting leadership approach

Leadership approach in which the leader sets a model for high performance standards and challenges followers to meet these expectations.

Power that is created by the force of the leader’s personality.

Power that is created when the leader can offer followers something they value in exchange for their commitment.

Leadership theory in which the leaders’ goal is to serve the needs of their employees; emphasizes the sharing of power.

Category of leadership theories that states that leaders can flex their behaviors to meet the needs of unique situations, employing both task or directive behaviors and relationship or supportive behaviors; includes Hersey-Blanchard situational leadership, Fiedler’s contingency theory, and path-goal theory.

Motivation theories dealing with the amount of control in the workplace; motivation is seen as either absolutely irrelevant or absolutely critical.

Leadership theory that states that leaders possess certain innate characteristics that followers do not possess (and probably cannot acquire), such as physical characteristics and personality traits.

Transactional leadership

Leadership theory that emphasizes a leader’s preference for order and structure; focuses on control and short-term planning.

Transformational leadership

Leadership theory that emphasizes a leader’s ability to inspire employees to embrace change; leaders encourage and motivate employees to innovate and seek out changes that can add value and growth to the organization.

Ability to stay true to values and maintain integrity in both personal and professional lives and, from an organizational perspective, approach to forming and maintaining relationships with colleagues and others in the organization.

Exchange of anything of value to gain greater influence or preference.

Principles that guide decision-making and behavior in an organization.

Treatment of personal information that has been disclosed to another person or organization.

Situation in which a person or organization may benefit from undue influence due to involvement in outside activities, relationships, or investments that conflict with or have an impact on the employment relationship or its outcomes.

Maintaining consistency between one’s values and one’s actions.

An individual's right to freedom from intrusion (by viewing, monitoring, reading, etc.) into matters, actions, or information that is personal.

Extent to which an organization’s agreements, dealings, information, practices, and transactions are open to disclosure and review by relevant persons.

Defensive behavior that occurs when an organization recruits a diverse workforce but, consciously or otherwise, promotes assimilation rather than inclusion.

Additional workload that is generated for members of an underrepresented group due to their requested participation in I&D efforts.

The differences between individuals on any attribute that may lead to the perception that another person is different from the self.

Employee resource group (ERG)

Voluntary group for employees who share a particular diversity dimension (race, religion, ethnicity, sexual orientation, etc.); also known as affinity group or network group.

A feeling that one’s success is due to luck, not hard work or skill; can lead individuals to feeling unfit for their current role.

Extent to which each person in an organization is welcomed, respected, supported, and valued as a team member.

Refers to a workforce that approaches problems using different conceptual thought approaches that may stem from atypical brain structure, for example, attention deficit disorder (ADD), attention-deficit/hyperactivity disorder (ADHD), and anything categorized as existing on the autism spectrum (autism spectrum disorder, or ASD).

Emotional intelligence (EI)

Ability to be sensitive to and understand one’s own and others’ emotions and impulses.

Process by which two or more parties work together to reach agreement on a matter.

Process of developing mutually beneficial contacts through the exchange of information.

Principled negotiation

Process in which negotiators aim for mutual gain, emphasizing the need to focus on the problem instead of personal differences and on mutually beneficial outcomes.

Concept that proposes that any organization operates within a complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and its activities.

Communication technique to increase the engagement between communicators and their audiences. It involves two-way communication and attention to nonverbal signs that indicate interest and reactions to the message and speaker.

Process of constructing a message so that an audience sees communicated facts in a certain way and is persuaded to take a certain action.

In communication, any factor that can disrupt the sending and receipt of a message—for example, physical factors such as loud environments, cultural factors such as a distinctive accent, or cognitive factors such as the use of unfamiliar jargon.

Components of a message apart from its words. This could include physical gestures and posture and vocal tones, volume, and speed.

Legal system based on written codes (laws, rules, or regulations).

Leadership & Navigation Competencies

Flashcard

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Business

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Vocational training

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Practice Problem

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Hard

Keith Smith

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80 questions

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FLASHCARD QUESTION

Front

Affiliative leadership approach

Back

Leadership approach in which the leader creates strong relationships with and inside the team; team members are motivated by loyalty.

FLASHCARD QUESTION

Front

Attribution theory

Back

Motivation theory that states that the way a person interprets the causes for past success or failure is related to the present level of motivation; includes theories of Heider and Weiner.

FLASHCARD QUESTION

Front

Authoritative leadership approach

Back

Leadership approach in which the leader proposes a bold vision or solution and invites the team to join this challenge.

FLASHCARD QUESTION

Front

Behavioral theories

Back

Category of leadership theories that states that leaders influence group members through certain behaviors; includes Blake-Mouton theory.

FLASHCARD QUESTION

Front

Coaching leadership approach

Back

Leadership approach in which the leader focuses on developing team members' skills, believing that success comes from aligning the organization's goals with employees' personal and professional goals.

FLASHCARD QUESTION

Front

Coercive leadership approach

Back

Leadership approach in which the leader imposes a vision or solution on the team and demands that the team follow this directive.

FLASHCARD QUESTION

Front

Coercive power

Back

Power that is created when the leader can punish those who do not follow.

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