17508502
Beschreibung
Karteikarten von Iris Freiberger, aktualisiert more than 1 year ago
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Erstellt von Iris Freiberger
vor etwa 5 Jahre
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| Frage | Antworten |
| leadership | exercise of influence by one member of the group or organisation over other members to help achieve goals |
| leader | individual who is able to influence group or organisational members |
| formal leader | member who is given authority by organisation to influence other members |
| informal leader | able to exercise influence because of special skills or talents |
| consideration | behaviour indicating trust, respect, value of good relationship |
| initiating structure | behaviours that leaders engage in to make sure that work gets done and jobs are performed acceptably |
| leader reward behaviour | leader´s positive reinforcement of subs´ desirable behaviour |
| leader punishing behaviour | leader´s negative response to subs´ undesired behaviour |
| contingency theory of leadership | leader effectiveness is determined by both personal characteristics of leaders and by situations in which they find themselves |
| least preffered co-employee scale | questionnaire that measure leaders´ responses to questions about the co-employee with whom they have the most difficult working |
| leader-member relation | relationship between a leader and followers |
| task structure | extent to which the work to be performed by a group is clearly defined |
| position power | amount of formal authority a leader has |
| path-goal theory | how leaders can motivate their followers to achieve goals and the kind of behaviours they can engage in to motivate followers |
| vroom and yetton model | different ways in which leaders can make decisions and guides leaders in determining the extent to which subs should participate in decision making |
| leader-member exchange theory | different kind of relationships that may develop leader and follower and what both give and receive |
| leadership substitute | something that acts in place of a formal leader and makes leadership unnecessary |
| leadership neutraliser | something that prevents a leader from having any influence and negates a leader´s efforts |
| transformational leadership | leadership that inspires followers to trust the leader, perform behaviours that contribute to achievement of goals, and perform at high levels |
| charismatic leaders | self-confident, enthusiastic leader able to win follower´s respect and support for vision and how good things could be |
| developmental consideration | behaviour that is supportive and encouraging toward followers and gives them opportunities to develop and grow on the job, such as by acquiring new skills and capabilities |
| transactional leadership | leadership that motivates followers by exchanging rewards for high performance and noticing and reprimanding mistakes |
| trust | willingness of one person or group to have faith or confidence in the goodwill of another person, even though this puts them at risk |
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