Leadership Theories and Behavioral Psychology

A theory suggesting that great leaders possess inherent traits that make them effective.

Activities that include planning, organizing, and controlling to achieve organizational goals.

A leadership style that encourages participation and consultation among subordinates.

A theory that claims leaders are born with specific traits necessary for leadership success.

Examines leadership by analyzing what leaders do, such as their behavioral style (autocratic, democratic, laissez-faire).

A leadership style that gives freedom and independence to individuals and groups.

Motivates individuals by maximizing their potential and promoting adaptiveness.

Can lead to chaos due to lack of control, with personal goals overshadowing group goals.

A style where the leader retains full authority and responsibility.

A style where the leader delegates authority and encourages participation in decision-making.

Primarily a downward flow of information from leader to subordinates.

Enhances commitment through participation and shared decision-making.

Can be time-consuming due to the need for consensus and discussions.

A leadership style that is self-denying and allows others to make decisions.

A theory of learning that focuses on behavior as a result of conditioning through interaction with the environment.

A learning technique where a naturally occurring stimulus is paired with a response, often used in behavioral training.

A method of learning where behavior is influenced by rewards and punishments, creating an association between behavior and outcome.

A leadership style that involves taking input from group members, encouraging their participation in decision-making.

Leadership characterized by high concern for both people and production, balancing consideration and structure.

The process of learning through interactions with the environment, forming responses to stimuli.

A process in operant conditioning that increases the likelihood of a behavior by providing rewards.

A consequence in operant conditioning that decreases the likelihood of a behavior by introducing negative outcomes.

Refers to the closeness of employees to decision-making processes.

The hierarchy or chain of command within an organization.

Workplace should be clean, tidy, and organized with everything in its place.

Fairness from managers to staff, balancing discipline and kindness.

Minimizing employee turnover and planning personnel effectively.

Employees should have freedom to create and implement their plans.

Promoting team spirit and unity among employees.

The purpose of organizing is to facilitate unity of effort.

Judged by individual outcomes, not leader characteristics.

Leadership can be developed through learned behaviors.

Leadership effectiveness depends on situational demands.

Different situations require different leadership behaviors.

Leaders help clarify and facilitate goals for followers.

Leaders clarify direction, remove obstacles, and increase rewards.

Belief that effort will lead to success drives motivation.

Leaders must adjust their style based on follower needs and situations.

Pioneered conflict management by integrating sociological and psychological aspects.

Conflict can lead to positive outcomes if approached correctly.

The integration of activities to achieve organizational goals.

Power is the ability to initiate change; authority is vested power; control is often self-control.

A leader energizes their group and encourages initiative and participation.

Introduced Theory X and Y regarding management styles and employee motivation.

Managers believe employees are unmotivated and dislike work, requiring constant control.