11/12 Flashcards
The process in which one party perceives that its interest are being opposes or negatively affected by another party
Conflict
A type of conflict in which people do use their discussion around the issue while showing respect for people who have other points of view
Task conflict
A type of conflict in which people focus on characteristics of other individuals, rather than on the issues as the source of the conflict
Relationship conflict
The belief that conflicting parties will find a mutually beneficial solution to their disagreement
Win win orientation
The belief that conflicting parties are drawing from a fixed pie, so the more one part receives, the less the other party will receive
Win lose orientation
Goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties
Superordinate goals
Any attempt by a relatively neutral person to help conflicting parties resolve their differences
Third party conflict resolution
The prices whereby two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence
Negotiation
The best outcome you might achieve through some other course of action if you abandon the current negotiation
BATNA
Influencing, motivating and enabling others toward a goal
Leadership
The view that leadership is a role, not a position assigned to one person
Shared leadership
Create, communicate and model a shared vision for the team or organization
Transformational leadership
Leaders help employees improve their performance and well. Wing toward current objectives and practices
Managerial leadership
Leaders serve followers, help employees fulfill their needs and are coaches
Servant leadership
Effective leaders choose the most appropriate leadership style depending on situation and employee
Path goal leadership theory
Effective leaders vary their style according to motivation and ability of followers
Situational leadership theory
Leader effectiveness depends on whether the person’s natural leadership style is appropriately matched to the situation
Fielder’s contingency model
Theory identifying conditions that either limit a leader’s ability to influence subordinates or make a particular leadership style unnecessary
Leadership substitutes
Leadership prototypes and the romance of attribution of leadership
Implicit leadership theory
The view that effective leaders need to be aware of feel comfortable with and act consistently with their values personality and self concept
Authentic leadership
