LEADERSHIP THEORY AND PRACTICE EIGHTH
EDITION BY PETER G NORTHOUSE
COMPREHENSIVE STUDY GUIDE
©Leadership - What leaders do
©Trait Theories (1920-1930) - Researched focus on identifying personal
characteristics that differentiated leaders from non-leaders was
unsuccessful
©Behavioral Theory - Leadership theory that identifies behavior that
differentiated effective leaders from ineffective leaders
©Autocratic Style - Dictates work methods, makes employee decisions,
and limits employee participation
©Democratic Style - Involves employee decision making and delegates
authority and allows feedback to coach employees
©Laissez-faire-style - Lets the group make decisions and complete it in
which whatever they see fit
©Consideration - Being considerate of followers ideas and feelings
, ©Initiating Structure - Structuring work and work relationships to meet
job goals
©Employee Oriented - Emphasized interpersonal relationships and care
about employee needs
©Product Oriented - Emphasized technical or tasks aspect of job
©Managerial Grid - Two dimensional grid for appraising leadership
styles
©Fiedler Contingency Model - Leadership theory proposing that
effective group performance depends on the proper match between a
leader style and the degree to which the situation allows the leader to
control and influence
©Least preferred coworker (LPC) Questionnaire - A questionnaire that
measures whether a leader is task or relationship oriented
©Leader-member relations - Degree of confidence and respect
employees have for their leader either good or poor
©Task Structure - Degree to which job tasks are structured as either high
or low
EDITION BY PETER G NORTHOUSE
COMPREHENSIVE STUDY GUIDE
©Leadership - What leaders do
©Trait Theories (1920-1930) - Researched focus on identifying personal
characteristics that differentiated leaders from non-leaders was
unsuccessful
©Behavioral Theory - Leadership theory that identifies behavior that
differentiated effective leaders from ineffective leaders
©Autocratic Style - Dictates work methods, makes employee decisions,
and limits employee participation
©Democratic Style - Involves employee decision making and delegates
authority and allows feedback to coach employees
©Laissez-faire-style - Lets the group make decisions and complete it in
which whatever they see fit
©Consideration - Being considerate of followers ideas and feelings
, ©Initiating Structure - Structuring work and work relationships to meet
job goals
©Employee Oriented - Emphasized interpersonal relationships and care
about employee needs
©Product Oriented - Emphasized technical or tasks aspect of job
©Managerial Grid - Two dimensional grid for appraising leadership
styles
©Fiedler Contingency Model - Leadership theory proposing that
effective group performance depends on the proper match between a
leader style and the degree to which the situation allows the leader to
control and influence
©Least preferred coworker (LPC) Questionnaire - A questionnaire that
measures whether a leader is task or relationship oriented
©Leader-member relations - Degree of confidence and respect
employees have for their leader either good or poor
©Task Structure - Degree to which job tasks are structured as either high
or low
