Across
- 3. The compatibility between an individual and the organization’s values and culture
- 5. Staying with an organization because of a sense of obligation
- 7. Motivation theory that employees compare their input–output ratios to others
- 11. Research identifying consideration and initiating structure as two key leader behaviors
- 14. Voluntary behavior that contributes to organizational effectiveness
- 16. Theory proposing that emotions at work influence attitudes and behaviors
- 17. Leadership theory focusing on personal characteristics of effective leaders
- 23. The degree to which one identifies with their job and considers performance important to self-worth
- 28. Leader behavior concerned with building trust and respect
- 30. The process of influencing others to achieve organizational goals
- 32. Simple visual scale used to measure general job satisfaction
- 34. Emotional attachment to, identification with, and involvement in an organization
- 35. Giving employees authority and confidence to make decisions
- 37. Leader behavior focused on task accomplishment and goal achievement
- 38. The psychological attachment an employee feels toward their organization
- 39. Suggests the effectiveness of leadership depends on the situation
- 40. Examines how leadership perception and opportunities differ across gendersImplicit_leadership_theory Suggests people have preconceived ideas about what makes an effective leader
- 41. The process by which individuals are recognized as leaders by others
- 42. The degree to which employees believe their organization values their contributions
- 43. Leadership distributed among team members rather than a single individual
- 44. A positive, fulfilling state of mind characterized by vigor dedication and absorption
- 45. Voluntary behavior that harms the organization or its members
- 46. Prioritizes serving others and the growth of team members
Down
- 1. Research focusing on employee-centered vs production-centered leadership styles
- 2. Inspiring followers to transcend self-interest for the good of the organization
- 4. The process of affecting others’ attitudes and behaviors
- 6. The feeling of decreased competence or success at work
- 8. Leadership theory focusing on specific actions or behaviors of leaders
- 9. Feeling emotionally drained and depleted of emotional resources
- 10. Emphasizes transparency ethics and self-awareness in leaders
- 12. Tool measuring job satisfaction through intrinsic and extrinsic factors
- 13. Focused on exchanges between leader and follower such as rewards for performance
- 15. Suggests job satisfaction is partially determined by personality
- 18. Theory suggesting that specific job features influence motivation and satisfaction
- 19. Chronic or habitual failure to attend work
- 20. A common measure used to assess job satisfaction
- 21. Unwritten expectations between employee and employer
- 22. Instrument measuring transformational and transactional leadership
- 24. A psychological syndrome involving exhaustion cynicism and reduced professional efficacy
- 25. Likelihood that an employee plans to leave their organization
- 26. Staying with an organization due to perceived costs of leaving
- 27. Personal quality that inspires enthusiasm and devotion in others
- 29. Avoidant or passive leadership style with little guidance or involvement
- 31. The degree to which a person feels positively or negatively about their job
- 33. The ability to influence others and control resources
- 36. Indifference or a distant attitude toward work