Leadership Theories and Traits

A leadership style where the leader makes decisions alone, dictates tasks, and provides little to no feedback. Employees have limited autonomy and responsibility.

A leadership style involving employees in decision-making processes, encouraging their participation in setting goals and work methods. Promotes teamwork and shared responsibility.

A leadership style characterized by minimal involvement from the leader. The leader provides minimal guidance and allows employees to take full responsibility for their work.

A leadership style where the leader emphasizes providing support, encouragement, and positive reinforcement to employees. Fosters a positive work environment and helps employees feel valued.

A leadership style where the leader actively engages with employees, seeking their input and encouraging their growth both professionally and personally. This style fosters a sense of ownership and responsibility within the team.

The extent to which a leader focuses on defining roles, organizing work, and establishing clear goals for the group.

The extent to which a leader builds relationships based on mutual trust and respect, considering group members' feelings and ideas.

Leaders who prioritize interpersonal relationships, take a personal interest in their followers, and value individual differences.

Leaders who focus on the technical aspects of the job, prioritize task completion, and view employees as means to achieve goals.

The study that identified three leadership styles: Autocratic, Democratic, and Laissez-Faire.

The extent to which a leader has control over power-related activities within their organization. It's how much influence they possess due to their position and authority.

The assumption that a leader's individual style is consistent and resistant to change, meaning they tend to approach situations similarly.

Factors influencing a leader's effectiveness, according to Fiedler's model.

A leader who emphasizes task completion above all else, prioritizing deadlines and achieving goals. They may be directive and focused.

A leader who prioritizes building relationships and creating a positive work environment. They focus on team morale and employee satisfaction.

The degree to which a leader has the trust and respect of their team.

The level of clarity and structure in a job or task. This includes clear instructions, procedures, and goals.

Fiedler's Contingency Model suggests that the effectiveness of a leader depends on the match between their style and the situational factors of the workplace.

An example of a leadership style where individuals are motivated to exert extra effort and are more satisfied with their work.

An example of leadership behavior that focuses on setting clear goals, providing rewards for performance, and correcting errors.

An example of leadership behavior that is not about simply keeping things running but about creating a vision and inspiring followers to achieve that vision.

The ability of a leader to create a compelling vision of the future for an organization, which is both realistic and attractive.

A characteristic of a leader who is confident and believes in their own abilities, and is able to inspire confidence in others.

The ability of a leader to communicate their vision and ideas clearly, persuasively, and with passion.

The ability of a leader to adapt their communication style to different situations and audiences.

The ability of a leader to understand and connect with the emotional needs of their followers.

A situation where individuals lack both the necessary skills and motivation to perform their tasks. They are neither competent nor confident in their abilities.

Individuals are motivated but lack the necessary skills to complete the task. They are willing to learn and contribute but require training or development.

Individuals possess the skills but are unwilling to perform the tasks assigned. They may feel it is outside their job description or lack the motivation to carry out the work.

Individuals demonstrate both the skills and willingness to perform their responsibilities effectively. They are competent, dedicated and actively contribute to the team's success.

A leadership theory that focuses on the unique relationships between a leader and each individual follower. It proposes that leaders develop stronger relationships with specific followers, forming an 'in-group' that receives greater trust, support, and rewards.

A leadership style characterized by high levels of respect, trust, and open communication between the leader and their team. This style encourages participation, collaboration, and a sense of empowerment for employees.

A vision is a compelling, emotional picture that motivates individuals to strive for organizational goals.

Team leaders play a crucial role in problem-solving and navigating challenges within their teams.

Transactional leadership focuses on clear goals, rewards for good performance, and corrective actions for errors. It's like a 'transaction' – work is done, and rewards/corrections are given.

Transformational leadership goes beyond goals and rewards. It inspires individuals to grow, challenge themselves, and think differently. It's about changing the way people think and feel about their work.

Legitimate power is based on one's position in the organization. This power stems from the authority granted to them.

Coercive power relies on the threat of punishment or negative consequences to influence behavior. This power often involves fear and control.

Reward power is the ability to offer incentives, benefits, or rewards to motivate individuals. This power is based on positive reinforcement.

Expert power is earned through knowledge, skills, and expertise. It's based on one's ability and credibility in a particular field.