Principles of Management - Leadership

Influences others and has managerial authority.

Process of influencing a group to achieve goals.

Early leadership research focused on leader characteristics and behaviors.

High effort and achievement motivation in leaders.

Willingness to take responsibility for group success.

Truthful actions and words, building trust with followers.

Belief in oneself to guide followers effectively.

Ability to gather, analyze info and make sound decisions.

Involves subordinates, delegates authority, and encourages participation.

Dictates work methods, centralizes decision-making, and limits participation.

Gives the group freedom to make decisions and complete work.

Being considerate of followers’ ideas and feelings, high concern for subordinates' needs.

Structuring work and relationships to meet job goals, clarifying roles and responsibilities.

Emphasizes interpersonal relationships and caring for employee needs.

Emphasizes technical or task aspects of a job, achieving efficiency.

A leadership style that displays concern for both people and production, best with a high 9-9 score (concern for both).

Leadership style focused on setting challenging goals and pushing followers to perform at peak levels.

Theory suggesting leaders develop 'in-groups' and 'out-groups'. In-group members often receive better performance evaluations and experience higher satisfaction.

Leadership style focused on social exchanges and rewarding productivity.

Leadership encouraging extraordinary performance beyond typical outcomes.

Influential leadership style where personality profoundly impacts follower behavior.

Leadership focused on articulating a compelling future vision to improve the present.

Leadership style adapted for handling employee teams, emphasizing roles like coaching and facilitating.

Modern leadership style emphasizes interaction, inspiration, and support of followers.

Group of employees with closer relationships with their leader.

Group of employees seen with less favor by their leader.

Job satisfaction stems from intrinsic factors (e.g., achievement), while dissatisfaction arises from extrinsic factors (e.g., pay).

Drive to succeed relative to standards, preferring personal responsibility, feedback, and moderately challenging goals.

Desire to influence others' behavior.

Desire for close, friendly relationships.

The opposite of satisfaction is no satisfaction, not dissatisfaction; The opposite of dissatisfaction is no dissatisfaction, not satisfaction.

Job satisfaction and job dissatisfaction are distinct concepts; addressing dissatisfaction doesn’t automatically create satisfaction.

Job-related factors (e.g., achievement and responsibility) that boost motivation.

Focus on personal achievement, prefer moderately challenging tasks with feedback and personal responsibility.

Motivation theory stating that specific and challenging goals increase job performance.

Theory focusing on structuring jobs to fit the organization and employee skills, enhancing motivation and job satisfaction.

Model describing five job dimensions (skill variety, task identity, task significance, autonomy, and feedback) impacting motivation.

Clear, measurable goals that motivate and guide employees.

Belief in one's capability to succeed in specific situations.

The determination to achieve a specific goal.

Job dimension describing the range of skills required in a job.

Information on the effectiveness of one's performance.

Employees compare their rewards (outcomes) to their efforts (inputs) and to others' ratios. Fairness influences satisfaction and possible responses.

Employees determine whether their input/output ratio is perceived as fair compared to others or organizational standards.

Motivation depends on the link between effort, performance, and desired rewards.

Employee feels undervalued as their input/output ratio is perceived as less favorable than another's.

Employees with low growth needs might not be motivated by job enrichment strategies, affecting performance or job satisfaction minimally.

Fairness in the allocation of rewards.

Fairness of processes used in reward distribution.

The expectation that good job performance will lead to specific rewards.