Brainscape's Knowledge GenomeTM

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


See full index

BCIT BUSA 2150 > BUSA Chapter 14 > Flashcards

BUSA Chapter 14 Flashcards

1
Q

Leadership

A

Process of inspiring others to work hard to accomplish important tasks

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

Process of inspiring others to work hard to accomplish important tasks

A

Leadership

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

Planning

A

Set the direction

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

Set the direction

A

Planning

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

Organizing

A

To create structures

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

To create structures

A

Organizing

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

Leading

A

Communicate the vision, and build enthusiasm to motivate commitment and hard work

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

Communicate the vision, and build enthusiasm to motivate commitment and hard work

A

Leading

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Controlling

A

To ensure results

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

To ensure results

A

Controlling

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

Power

A

The ability to get others to do something you want to be done or to make things happen the way you want

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

The ability to get others to do something you want to be done or to make things happen the way you want

A

Power

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

Reward power

A

The ability to influence through rewards

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

The ability to influence through rewards

A

Reward power

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

Coercive power

A

The ability to achieve influence through punishment

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

The ability to achieve influence through punishment

A

Coercive power

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

Legitimate power

A

The ability to influence through authority

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

The ability to influence through authority

A

Legitimate power

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

Expert power

A

The ability to achieve influence through special skills, knowledge, and reputation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

The ability to achieve influence through special skills, knowledge, and reputation

A

Expert power

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

Human capital

A

The ability to get things done based on what we know and can do (credentials, experience, achievements)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

The ability to get things done based on what we know and can do (credentials, experience, achievements)

A

Human capital

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

Information and networking power

A

The ability to achieve influence through access to information and contacts with other people

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

The ability to achieve influence through access to information and contacts with other people

A

Information and networking power

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

Social capital

A

Having a strong base of connections who can help you get things done

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

Having a strong base of connections who can help you get things done

A

Social capital

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Referent power

A

The ability to achieve influence through identification

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

The ability to achieve influence through identification

A

Referent power

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

The Power Paradox

A
  1. Be aware of your feelings about power
  2. Practice humility
  3. Stay focused on, and give to others
  4. Practice respect
  5. Change the psychological context of powerlessness
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Vision

A

A hoped-for future that if achieved will improve the present state of affairs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

A hoped-for future that if achieved will improve the present state of affairs

A

Vision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Visionary leadership

A

The behaviors of leaders who offer a clear and compelling view of the future and understand the actions needed to be successful

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

The behaviors of leaders who offer a clear and compelling view of the future and understand the actions needed to be successful

A

Visionary leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Servant leadership

A

Leading by serving others and helping them fully use their talents so that organizations benefit society

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Leading by serving others and helping them fully use their talents so that organizations benefit society

A

Servant leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

Followership

A

The act of joining with a leader to accomplish tasks and goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

The act of joining with a leader to accomplish tasks and goals

A

Followership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

Leadership Behaviours

A

*Concern for the task to be accomplished
*Concern for the people doing the work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

Successful Leadership Traits

A

*Drive
*Self-confidence
*Creativity
*Cognitive ability
*Job-relevant knowledge
*Motivation
*Flexibility
*Honesty and integrity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

Concern for the task to be accomplished

A

Defining and assigning tasks

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

Defining and assigning tasks

A

Concern for the task to be accomplished

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

Concern for the people doing the work

A

People’s needs and respect

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

People’s needs and respect

A

Concern for the people doing the work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

Leadership styles

A

The recurring patterns of behaviors exhibited by leaders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

The recurring patterns of behaviors exhibited by leaders

A

Leadership styles

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

Leadership styles examples

A

*Autocratic
*Human relations
*Laissez-faire
*Democratic

47
Q

Autocratic style

A

A leader who acts in a command-and-control fashion; focuses on the efficiency of tasks and operations, emphasizes tasks over people

48
Q

A leader who acts in a command-and-control fashion; focuses on the efficiency of tasks and operations, emphasizes tasks over people

A

Autocratic style

49
Q

Human relations style

A

A leader who
emphasizes people over task

50
Q

A leader who
emphasizes people over task

A

Human relations style

51
Q

Laissez-faire style

A

A leader who has a “do the best you can and don’t bother me” attitude

52
Q

A leader who has a “do the best you can and don’t bother me” attitude

A

Laissez-faire style

53
Q

Democratic style

A

A leader who emphasizes both tasks and people

54
Q

A leader who emphasizes both tasks and people

A

Democratic style

55
Q

Fiedler’s Contingency Model

A

Good leadership depends on a match or fit between a person’s leadership style (personality) and situational demands

56
Q

Least-preferred co-worker scale

A

Scale that measures tendencies to behave either as a task-motivated leader (low LPC score) or a relationship-motivated leader (high LPC score)

57
Q

Scale that measures tendencies to behave either as a task-motivated leader (low LPC score) or a relationship-motivated leader (high LPC score)

A

Least-preferred co-worker scale

58
Q

Contingency Variables to Measure Situational Controls

A

*Quality of leader-member relations
*Task structure
*Position power

59
Q

Task-motivated style

A

Successful in favorable high-control situations or unfavorable low-control situations

60
Q

Successful in favorable high-control situations or unfavorable low-control situations

A

Task-motivated style

61
Q

Relationship-motivated style

A

Successful in situations of moderate control

62
Q

Successful in situations of moderate control

A

Relationship-motivated style

63
Q

Delegating

A

Group takes responsibility for task decisions; low-task, low-relationship

64
Q

Group takes responsibility for task decisions; low-task, low-relationship

A

Delegating

65
Q

Participating

A

Share ideas and participative decisions on task directions; low-task, high-relationship

66
Q

Share ideas and participative decisions on task directions; low-task, high-relationship

A

Participating

67
Q

Selling

A

Explaining task directions in a supportive and persuasive way; high task, high-relationship

68
Q

Explaining task directions in a supportive and persuasive way; high task, high-relationship

A

Selling

69
Q

Telling

A

Giving specific task directions and closely supervising work; high-task, low-relationship

70
Q

Giving specific task directions and closely supervising work; high-task, low-relationship

A

Telling

71
Q

House’s Path-Goal Leadership Theory

A

*Directive leadership
*Supportive leadership
*Achievement-oriented leadership
*Participative leadership

72
Q

Hersey-Blanchard Situational Leadership Model

A

*Delegating
*Participating
*Selling
*Telling

73
Q

Directive leadership

A

Letting followers know what is expected

74
Q

Letting followers know what is expected

A

Directive leadership

75
Q

Supportive leadership

A

Doing things to make work more pleasant

76
Q

Doing things to make work more pleasant

A

Supportive leadership

77
Q

Achievement-oriented leadership

A

Setting challenging goals

78
Q

Setting challenging goals

A

Achievement-oriented leadership

79
Q

Participative leadership

A

Involving team members in decision-making

80
Q

Involving team members in decision-making

A

Participative leadership

81
Q

Path-Goal Contingencies

A

Add value to a situation by shifting between the four leadership styles to contribute to what is missing or needs strengthening

82
Q

Substitutes for leadership

A

Factors in the work setting that direct work efforts without the involvement of a leader

83
Q

Factors in the work setting that direct work efforts without the involvement of a leader

A

Substitutes for leadership

84
Q

Authority decision

A

Decision made by the leader and then communicated to the team

85
Q

Decision made by the leader and then communicated to the team

A

Authority decision

86
Q

Consultative decision

A

Decision made by the leader after gathering information from the team

87
Q

Decision made by the leader after gathering information from the team

A

Consultative decision

88
Q

Group/team decision

A

Decision by the team

89
Q

Decision by the team

A

Group/team decision

90
Q

Factors that Govern Decision-Making

A

*Decision quality
*Decision acceptance
*Decision time

91
Q

Charismatic leaders

A

Ability to inspire others in exceptional ways

92
Q

Ability to inspire others in exceptional ways

A

Charismatic leaders

93
Q

Transformational leadership

A

Using personalities, character, and insight to inspire followers

94
Q

Using personalities, character, and insight to inspire followers

A

Transformational leadership

95
Q

Emotional intelligence

A

The ability to understand emotions in yourself and others and use this understanding to handle social relationships effectively

96
Q

The ability to understand emotions in yourself and others and use this understanding to handle social relationships effectively

A

Emotional intelligence

97
Q

Gender similarities hypothesis

A

Males and females have similar psychological properties

98
Q

Males and females have similar psychological properties

A

Gender similarities hypothesis

99
Q

Leadership double bind

A

Female leader gets criticized when displaying stereotypical male and female leadership characteristics

100
Q

Female leader gets criticized when displaying stereotypical male and female leadership characteristics

A

Leadership double bind

101
Q

Interactive leadership

A

A leader who is a strong communicator and acts in democratic and participative ways with followers

102
Q

A leader who is a strong communicator and acts in democratic and participative ways with followers

A

Interactive leadership

103
Q

Moral leadership

A

Leadership that adheres to ethical standards

104
Q

Leadership that adheres to ethical standards

A

Moral leadership

105
Q

Integrity

A

Act in an honest, credible, and consistent way to put values into action

106
Q

Act in an honest, credible, and consistent way to put values into action

A

Integrity

107
Q

Moral confidence

A

Falling prey to an overly positive view of one’s strength of character

108
Q

Falling prey to an overly positive view of one’s strength of character

A

Moral confidence

109
Q

Authentic leadership

A

A high level of self-awareness and a clear understanding of personal values

110
Q

A high level of self-awareness and a clear understanding of personal values

A

Authentic leadership

111
Q

Character leadership

A

Leaders with values, traits, and virtues that engender credibility and trust

112
Q

Leaders with values, traits, and virtues that engender credibility and trust

A

Character leadership

113
Q

Drucker’s “Good Old-Fashioned” Leadership

A

*Define and communicate a clear vision
*Accept leadership as a responsibility
*Surround yourself with talented people
*Don’t balance others when things go wrong
*Keep your integrity; earn the trust of others
*Don’t be clever, be consistent

BCIT BUSA 2150 (7 decks)

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