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IO > 12 > Flashcards

12 Flashcards

1
Q

– become leaders because they enjoy being in charge and leading others

A

Affective Identity Motivation

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2
Q

– seeking leadership positions when they perceive
that such positions will result to personal
gain

A

Noncalculative Motivation

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3
Q

become
leaders out of a sense of duty

A

Social-Normative Conditions –

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4
Q

– extraversion, openness, agreeableness,
and conscientiousness were positively related
to leader performance and that neuroticism was
negatively related

A

Traits

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5
Q

– most important when the leader is not distracted by stressful situations and when the leader uses a more directive
leadership style

A

Cognitive Ability

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6
Q

– need for power, need for achievement, and need for affiliation

A

Needs

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7
Q

– projective test which a person is shown a series of pictures and asked to tell story about what is
happening in each

A

Thematic Apperception Test

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8
Q

– the person reads
descriptions of jobs that involve varying
degrees of power, achievement, and affiliation needs and rates how desirable he finds each particular job

A

Job Choice Exercise

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9
Q

– the person reads descriptions of jobs that involve varying degrees of power, achievement, and affiliation needs and rates how desirable he finds each particular job

A

Job Choice Exercise

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10
Q

– any individual’s leadership style is effective only in certain
situations

A

Fiedler’s Contingency Model

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11
Q

– to help
people understand their leadership style

A

Least-Preferred Coworker Scale

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12
Q

individual’s leadership style is not easily
changed

A

Leader Match Training Program

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13
Q

– each leader has one of six
behavior styles:

A

IMPACT Theory

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14
Q

IMPACT

A

informational, magnetic,
position, affiliation, coercive, or tactical

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15
Q

– provides info in a climate of ignorance, where important information is missing from the group (Ignorance)

A

Informational Style

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16
Q

– leads through energy and
optimism but characterized by low morale
(Despair)

A

Magnetic Style

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17
Q

– lead by virtue of the power
inherent in that position (Instability)

A

Position Style

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18
Q

– leads by liking and caring
about others (Anxiety)

A

Affiliation Style

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19
Q

leads by controlling and
punishment (Crisis)

A

Coercive Style

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20
Q

– leads through strategy (Disorganization)

A

Tactical Style

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21
Q

a leader can adopt one of
four behavioral leadership styles to handle each
situation:

A

Path-goal Theory –

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22
Q

– calls for planning,
organizing, and controlling the activities of
employees

A

Instrumental Style

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23
Q

– shows concern for
employees

A

Supportive-Style

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24
Q

– shares information
with employees and lets them participate in
decision making

A

Participative-Style

25
Q

– sets
challenging goals and rewards increases in
performance

A

Achievement-oriented Style

26
Q

– a leader
typically uses one of four behavioral styles:

A

Situational Leadership Theory

27
Q

– ability and willingness
to perform a particular tasks; most
important follower characteristic

A

Follower Readiness

28
Q

concentrates on the
interactions between leader and subordinates

A

Leader-Member Exchange Theory (Vertical
Dyad Linkage Theory) –

29
Q

– provide a flowchart that
can tell a leader what process to go through
when making a decision

A

Vroom-Yetton Model

30
Q

most
effective when leaders are out of their office,
walks around, meets, and talks to employees
and clients

A

Management by Walking Around (MBWA)

31
Q

– expert knowledge
(something that others in an organization
needs and the leader must know something)

A

Expert Power

32
Q

– able to get employees to
comply with their orders

A

Legitimate Power

33
Q

– involves having control
over both financial and nonfinancial rewards

A

Reward Power

34
Q

– willing to use her ability to
punish

A

Coercive Power

35
Q

– complimenting others,
doing favors, and generally being friendly
and supportive

A

Referent Power

36
Q

– consists of many of
the task-oriented behaviors

A

Transactional Leadership

37
Q

– reward
followers for doing activity

A

Contingent Reward Dimension

38
Q

–
actively monitor performance and take
corrective action when needed

A

Management by exception-active

39
Q

do
not actively monitor follower behavior
and who take corrective actions only
when problems are serious

A

Management by Exception-passive –

40
Q

– focus on
changing or transforming the goals, values,
ethics, standards, and performance of others

A

Transformational Leadership

41
Q

Good leaders possess five characteristics:

A
  1. Vision
  2. Differentiation
  3. Values
  4. Transmission of Vision and Values
  5. Flaws
42
Q

Characteristics that people need for persuasion:

A

✓ Expertise
✓ Trustworthiness
✓ Attractiveness

43
Q

Three aspects of the message presented that
has a role in persuasion:

A

A. Message Discrepancy
B. One-Sided versus Two-Sided arguments –
pros and cons
C. Threats

44
Q

– culture avoids
uncertainty by using social norms and
rituals

A

Uncertainty Avoidance

45
Q

– power is unequally shared

A

Power Distance

46
Q

– culture encourages
collective distribution of resources

A

Social Collectivism

47
Q

– individuals express
pride in their organizations and families

A

In-group Collectivism

48
Q

– culture tries to
minimize differences in gender roles and
prevent discrimination

A

Gender Egalitarianism

49
Q

– individuals are assertive
and challenging in social relationships

A

Assertiveness

50
Q

culture plans for and
invests in the future

A

Future Orientation –

51
Q

– encourages and
rewards improvements in performance

A

Performance Orientation

52
Q

– encourages and
rewards people for being fair, caring, and
giving

A

Humane Orientation

53
Q

– involves vision, inspiration, integrity, and performance orientation

A

Charismatic

54
Q

– involves following
procedure, emphasizing status differences,
being self-centered, and saving face

A

Self-protective

55
Q

– involves being modest and
helping others

A

Humane

56
Q

– being collaborative,
building teams, and being diplomatic

A

Team-oriented

57
Q

– getting opinions and help of
others

A

Participative

58
Q

– involves being independent
and individualistic and making one’s own
decisions

A

Autonomous

IO (3 decks)

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