Coaching

1. Coaching Consideration behavior Contingency theory of leadership Employee-centered behavior Entrepreneurial leadership Job-centered behavior Leader flexibility Leadership Leadership style Life cycle theory of leadership Path-goal theory of leadership Situational approach to leadership Structure behavior Superleadership Trait approach to leadership Transformational leadership Vroom-Yetton-Jago (VYJ) Model of leadership

2. Coaching is a leadership that instructs followers on how to meet the special organizational challenges they face.

3. Consideration behavior is leadership behavior that reflects friendship,mutual trust, respect, and warmth in the relationship between leader and followers.

4. The contingency theory of leadership is a leadership concept that hypothesizes that, in any given leadership situation, success is determined primarily by (1) the degree to which the task being performed by the followers is structured, (2) the degree of position power possessed by the leader, and (3) the type of relationship that exists between the leader and the followers.

5. Employee-centered behavior is leader behavior that focuses primarily on subordinates as people.

6. Entrepreneurial leadership is leadership that is based on the attitude that the leader is self-employed.

7. Job-centered behavior is leader behavior that focuses primarily on the work a subordinate is doing.

8. Leader flexibility is the ability to change leadership style.

9. Leadership is the process of directing the behavior of others toward the accomplishment of objectives.

10. Leadership style is the behavioral pattern a leader establishes while guiding organization members in appropriate directions.

11. The life cycle theory of leadership is a leadership concept that hypothesizes that leadership styles should reflect primarily the maturity level of the followers.

12. Path-goal theory of leadership is a theory of leadership that suggests that the primary activities of a leader are to make desirable and achievable rewards available to organization members who attain organizational goals and to clarify the kinds of behavior that must be performed to earn those rewards.

13. The situational approach to leadership is a relatively modern view of leadership that suggests that successful leadership requires a unique combination of leaders, followers, and leadership situations.

14. Structure behavior is leadership activity that (1) delineates the relationship between the leader and the leader’s followers or (2) establishes well-defined procedures that the followers should adhere to in performing their jobs.

15. Superleadership is leadership that inspires organizational success by showing followers how to lead themselves.

16. The trait approach to leadership is an outdated view of leadership that sees the personal characteristics of an individual as the main determinants of how successful that individual could be as a leader.

17. Transformational leadership is leadership that inspires organizational success by profoundly affecting followers’ beliefs in what an organization should be, as well as their values, such as justice and integrity.

18. The Vroom-Yetton-Jago (VYJ) Model of leadership is a modern view of leadership that suggests that successful leadership requires determining, through a decision tree, what style of leadership will produce decisions that are beneficial to the organization and will be accepted and committed to by subordinates.