Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Business Administration > BA452 Leadership Final > Flashcards

BA452 Leadership Final Flashcards

1
Q

Power

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

formal power (3)

A

legitimate, reward, coercive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

legitimate power

A

derived from position of AUTHORITY

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

reward power

A

based on control over the RESOURCES OR REWARDS

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

coercive power

A

based on ability to hand out PUNISHMENT

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

personal power (2)

A

expert and referent

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

expert power

A

derived form persons expertise, skill or knowledge

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

referent power

A

based on likability and charisma of the person

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

political skill

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

social astuteness

A

accurate perception and evaluation of social situations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

interpersonal influence

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

networking ability

A

individuals capacity to develop and retain diverse and extensive social networks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

sincerity

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

impression management

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

ingratiation

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

self-promotion

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

exemplification

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

job creep

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

supplication

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

negotiation

A

give and take process between conflicting interdependent parties

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

distributive negotiation

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

integrative negotiation

A

more than one issue is at stake, and each party values the issues differently (win-win)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

BATNA

A

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
Q

persuasion

A

influencing or changing the beliefs, attitudes, intentions, motivations, or behaviors of others.

28
Q

liking persuasion

A

we tend to like those who like us

29
Q

reciprocity persuasion

A

people generally repay actions in kind

30
Q

social proof persuasion

A

we tend to view actions as more acceptable to the degree that we see others performing them in same or similar situations

31
Q

consistency persuasion

A

once we make a choice, we’re more likely to remain consistent with that choice

32
Q

authority persuasion

A

people defer judgment to others whom they believe are experts or authority figures

33
Q

scarcity persuasion

A

people are more sensitive to a perceived loss than they are of a perceived gain of the same value.

34
Q

leadership

A

the PROCESS by which a person exerts INFLUENCE over a GROUP of people to achieve a COMMON GOAL

35
Q

trait-based approach

A

focuses on individual leaders and tried to determine the personal characteristics that great leaders share (leaders born, not made) correlation not causality.

36
Q

task competence (trait based approach)

A

intelligence, knowledge, problem solving skills

37
Q

interpersonal competence (trait based)

A

communication skills, ability to demonstrate caring and empathy

38
Q

traits of character (trait based)

A

conscientiousness, discipline, moral reasoning, integrity, honesty

39
Q

biophysical traits (trait based)

A

physical fitness, hardiness, energy level

40
Q

personal traits (trait based)

A

self-confidence, sociability, self monitoring, extraversion, self efficacy, self control

41
Q

behavioral approach

A

leadership effectiveness comes from certain behaviors, of which there are two main types. (leaders made, not born)

42
Q

maintenance oriented behavior (beh approach)

A

behavior indicating that a manager trusts, respects, and cares about subordinates. (caring behaviors)

43
Q

performance oriented behavior (beh approach)

A

behaviors that managers engage in so work gets done, job performance good, and org is effective. (task oriented)

44
Q

Fiedler’s contingency model of leadership

A

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
Q

the path-goal leadership model

A

effective leaders motivate followers by 4 ways

46
Q

directive behaviors (path goal)

A

providing structure by setting goals, assigning tasks, showing employees how to complete tasks

47
Q

supportive behaviors (path goal)

A

expressing concern for subordinates and looking out for their best interests

48
Q

participate behaviors (path goal)

A

giving employees a say in matters and decisions that affect them

49
Q

achievement oriented behaviors (path goal)

A

motivating employees to perform at highest level by setting goals, expecting that they be met, and believing in employees capabilities.

50
Q

leader member exchange (LMX Theory)

A

leaders establish special relationship with small group of followers (in group) and provide these individuals with a disproportionate amount of attention

51
Q

transactional leadership

A

motivating subordinates by rewarding them for high performance and punishing them for low performance

52
Q

transformational leadership

A

motivates people to transcend their personal interests for the good of the group.

53
Q

inspirational motivation (transformational)

A

fostering an enthusiasm for and commitment to a shared vision of the future

54
Q

idealized influence (transformational)

A

earning the admiration, trust, and respect of followers, causing followers to want to identify with leader

55
Q

individualized consideration (transformational)

A

helping followers achieve their potential through coaching, development, and mentoring

56
Q

intellectual stimulation (transformational)

A

challenging followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.

57
Q

charismatic leadership

A

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
Q

servant leadership

A

the best leaders are those able to put the needs of others, including employees, customers, and community, ahead of themselves.

59
Q

level 5 leadership

A

“a leader who builds enduring greatness through a paradoxical combination of PERSONAL HUMILITY and PROFESSIONAL WILL” - jim collins, Good to Great

60
Q

Values based leadership

A

leading by making choices and decisions that are aligned with your values

61
Q

self reflection (value based)

A

the ability to identify and reflect on what you stand for, what your values are, and what matters most to you

62
Q

balance (value based)

A

the ability to see situations from multiple perspectives and differing viewpoints to gain a much fuller understanding

63
Q

true self confidence (value based)

A

accepting yourself as you are, recognizing your strengths and weaknesses, and striving for continuous improvement

64
Q

genuine humility (value based)

A

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)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions