Organizational Behavior Study Set 14

There is usually one right solution when it comes to leadership.

Followership is how individuals choose to engage with leaders in the leadership process. It represents an individual's capacity or willingness to follow a leader.

Contingency theories try to predict leadership efficiency.

Follower role orientation refers to the tendency to attribute organizational outcomes (both good and bad) to the acts and doings of leaders.

The trait approach to leadership assumes that if we can identify particular and socially desirable traits, we can select individuals for leadership positions based on their natural tendencies.

Shared leadership is a dynamic, interactive influence in which individuals lead together to achieve group and organizational goals.

Relations-oriented behavior involves providing direction and enforcing performance standards needed to drive production.

Behavioral approaches to the study of leadership focus on identifying patterns and categories of relevant leadership behavior and examining the effectiveness of these behaviors.

In order to find out if leaders have a certain trait, you should examine their behaviors.

Formal leadership is exerted by persons who become influential due to special skills or their ability to meet the needs of others.

Common sense would tell us that not all traits or behaviors of leaders are positively related to effectiveness all the time. Instead, whether a leader behavior is effective or not will depend on the situation.

Early findings using the trait approach were very successful because researchers looked for significant correlations between traits and leadership outcomes instead of focusing on mediating variables.

Informal leadership is exerted by persons who become influential due to special skills or their ability to meet the needs of others.

Constructive follower orientation is the extent to which one accepts that power in institutions and organizations is distributed unequally.

Leadership identity construction means that leadership is constructed and produced in social and relational interactions among people acting in context.

Identity grants occur when people bestow the identity of a leader or a follower on another person.

Co-leadership represents views of leadership not as a property of individuals and their behaviors but as a social phenomenon constructed in interaction.

Implicit leadership theories are the attributes we associate with leaders and followers and our beliefs about what makes them effective.

Task-oriented behavior involves concern for relationships and socioemotional support.

Contingency views of leadership recognize that the effectiveness of a particular leadership approach depends on the demands of a situation.