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BA452 Leadership Final Flashcards

1
Q

Power

A

ability to influence behavior of others and resist unwanted influence in return

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2
Q

formal power (3)

A

legitimate, reward, coercive

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3
Q

legitimate power

A

derived from position of AUTHORITY

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4
Q

reward power

A

based on control over the RESOURCES OR REWARDS

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5
Q

coercive power

A

based on ability to hand out PUNISHMENT

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6
Q

personal power (2)

A

expert and referent

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7
Q

expert power

A

derived form persons expertise, skill or knowledge

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8
Q

referent power

A

based on likability and charisma of the person

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9
Q

org politics

A

use of power to affect decision making in an org. lead to decreased job sat, increased anxiety/stress, increased turnover, and reduced performance

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10
Q

political skill

A

ability to get things done through positive interpersonal relationships outside of formally prescribed org mechanisms

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11
Q

social astuteness

A

accurate perception and evaluation of social situations

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12
Q

interpersonal influence

A

personal style characterized by ability to influence others to help achieve personal goals

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13
Q

networking ability

A

individuals capacity to develop and retain diverse and extensive social networks

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14
Q

sincerity

A

individuals ability to portray forthrightness and authenticity in all of his/her dealings

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15
Q

impression management

A

efforts by an actor to create, maintain, protect, or otherwise alter an image held by a target audience

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16
Q

ingratiation

A

use flattery and favor to attempt to APPEAR LIKABLE. (kissing up)

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17
Q

self-promotion

A

communicate abilities and accomplishments to attempt to APPEAR COMPETENT. (bragging) (usually backfires) (use in job interviews)

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18
Q

exemplification

A

do more or better than is necessary to attempt to APPEAR DEDICATED OR SUPERIOR. (boss likes, coworkers don’t)

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19
Q

job creep

A

the slow and subtle expansion of employee job duties that is not officially recognized by the organization

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20
Q

escalating citizenship

A

in order to stand out, employees must either perform more novel acts of citizenship for attention or go to greater lengths to demonstrate their dedication (stay even later at work)

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21
Q

supplication

A

portray oneself as weak or dependent to OBTAIN HELP. negative impact perf ratings, but less for women and junior employees

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22
Q

intimidation

A

threaten or harass to attempt to APPEAR DANGEROUS AND POWERFUL.
leads to lower ratings of likability for women
leads to higher ratings of perf among men

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23
Q

negotiation

A

give and take process between conflicting interdependent parties

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24
Q

distributive negotiation

A

involves a single issue in which one person gains at he expense of the other (not win-win)

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25
integrative negotiation
more than one issue is at stake, and each party values the issues differently (win-win)
26
BATNA
Best Alternative To a Negotiated Agreement action that is taken by party if current negotiations fail and agreement can't be reached. not the bottom line or worst outcome. viewed as insurance policy. agreement better than BATNA=accept agreement worse BATNA=deny
27
persuasion
influencing or changing the beliefs, attitudes, intentions, motivations, or behaviors of others.
28
liking persuasion
we tend to like those who like us
29
reciprocity persuasion
people generally repay actions in kind
30
social proof persuasion
we tend to view actions as more acceptable to the degree that we see others performing them in same or similar situations
31
consistency persuasion
once we make a choice, we're more likely to remain consistent with that choice
32
authority persuasion
people defer judgment to others whom they believe are experts or authority figures
33
scarcity persuasion
people are more sensitive to a perceived loss than they are of a perceived gain of the same value.
34
leadership
the PROCESS by which a person exerts INFLUENCE over a GROUP of people to achieve a COMMON GOAL
35
trait-based approach
focuses on individual leaders and tried to determine the personal characteristics that great leaders share (leaders born, not made) correlation not causality.
36
task competence (trait based approach)
intelligence, knowledge, problem solving skills
37
interpersonal competence (trait based)
communication skills, ability to demonstrate caring and empathy
38
traits of character (trait based)
conscientiousness, discipline, moral reasoning, integrity, honesty
39
biophysical traits (trait based)
physical fitness, hardiness, energy level
40
personal traits (trait based)
self-confidence, sociability, self monitoring, extraversion, self efficacy, self control
41
behavioral approach
leadership effectiveness comes from certain behaviors, of which there are two main types. (leaders made, not born)
42
maintenance oriented behavior (beh approach)
behavior indicating that a manager trusts, respects, and cares about subordinates. (caring behaviors)
43
performance oriented behavior (beh approach)
behaviors that managers engage in so work gets done, job performance good, and org is effective. (task oriented)
44
Fiedler's contingency model of leadership
relationship and task oriented. task- leaders whose primary concern is employees perform at high level relationship-leadesr whose primary concern develop good relations with employees and be liked by them
45
the path-goal leadership model
effective leaders motivate followers by 4 ways
46
directive behaviors (path goal)
providing structure by setting goals, assigning tasks, showing employees how to complete tasks
47
supportive behaviors (path goal)
expressing concern for subordinates and looking out for their best interests
48
participate behaviors (path goal)
giving employees a say in matters and decisions that affect them
49
achievement oriented behaviors (path goal)
motivating employees to perform at highest level by setting goals, expecting that they be met, and believing in employees capabilities.
50
leader member exchange (LMX Theory)
leaders establish special relationship with small group of followers (in group) and provide these individuals with a disproportionate amount of attention
51
transactional leadership
motivating subordinates by rewarding them for high performance and punishing them for low performance
52
transformational leadership
motivates people to transcend their personal interests for the good of the group.
53
inspirational motivation (transformational)
fostering an enthusiasm for and commitment to a shared vision of the future
54
idealized influence (transformational)
earning the admiration, trust, and respect of followers, causing followers to want to identify with leader
55
individualized consideration (transformational)
helping followers achieve their potential through coaching, development, and mentoring
56
intellectual stimulation (transformational)
challenging followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.
57
charismatic leadership
leadership built on the vision, exceptional self confidence, and phenomenal communication behaviors that leads to interpersonal attraction and inspires acceptance and support. (not all good)
58
servant leadership
the best leaders are those able to put the needs of others, including employees, customers, and community, ahead of themselves.
59
level 5 leadership
"a leader who builds enduring greatness through a paradoxical combination of PERSONAL HUMILITY and PROFESSIONAL WILL" - jim collins, Good to Great
60
Values based leadership
leading by making choices and decisions that are aligned with your values
61
self reflection (value based)
the ability to identify and reflect on what you stand for, what your values are, and what matters most to you
62
balance (value based)
the ability to see situations from multiple perspectives and differing viewpoints to gain a much fuller understanding
63
true self confidence (value based)
accepting yourself as you are, recognizing your strengths and weaknesses, and striving for continuous improvement
64
genuine humility (value based)
recognizing that you are neither better or worse than anyone else, respect equally, don't treat differently because of job title.

Business Administration (5 decks)

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