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OB ADM2336 > Chapter 12 and 13: Power, Influence, and Negotiation Leadership > Flashcards

Chapter 12 and 13: Power, Influence, and Negotiation Leadership Flashcards

1
Q

Question

A

Answer

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2
Q

Accommodating

A

A conflict resolution
style by which one party gives in to the other
and acts in a completely unselfish way

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3
Q

Action learning

A

Team process training in
which a team has the opportunity to work
on an actual problem within the organization,

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4
Q

Action processes

A

Teamwork processes,
such as helping and coordination, that aid
in the accomplishment of teamwork as the
work is actually taking place,

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5
Q

Alternative dispute resolution

A

A process
by which two parties resolve conflicts
through the use of a specially trained, neutral
third party

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6
Q

Ambassador activities

A 
Boundary spanning
activities that are intended to protect
the team, persuade others to support
the team, or obtain important resources for
the team
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7
Q

Apprising

A

An influence tactic in which
the requestor clearly explains why performing
the request will benefit the target personally,

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8
Q

Arbitration

A

A process by which a third
party determines a binding settlement to a
dispute between two parties,

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9
Q

Avoiding

A 
A conflict resolution style by
which one party wants to remain neutral,
stay away from conflict, or postpone the
conflict to gather information or let things
cool down
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10
Q

Bargaining

A

The third stage of the negotiation
process, during which each party gives
and takes to arrive at an agreement

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11
Q

BATNA

A

A negotiator’s best alternative to

a negotiated agreement

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12
Q

Boundary spanning

A

Interactions
among team members and individuals
and groups who are not part of the team,

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13
Q

Brainstorming

A

A team process used to

generate creative ideas.

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14
Q

Centrality

A

How important a person’s job
is and how many people depend on that
person to accomplish their tasks

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15
Q

Closing and commitment

A

The fourth
and final stage of the negotiation process,
during which the agreement arrived at during
bargaining gets formalized

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16
Q

Coalitions

A

An influence tactic in which
the influencer enlists other people to help
influence the target,

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17
Q

Coercive power**

A

A form of organizational
power based on the ability to hand
out punishment

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18
Q

Cohesion

A

A team state that occurs when
members of the team develop strong emotional
bonds to other members of the team
and to the team itself

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19
Q

Collaboration

A

Seen as both a conflict
resolution style and an influence tactic
whereby both parties work together to
maximize outcomes

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20
Q

Communication

A

The process by which
information and meaning is transferred
from a sender to a receiver.

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21
Q

Competing

A

A conflict resolution style
by which one party attempts to get his or
her own goals met without concern for the
other party’s results,

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22
Q

Compliance

A

When targets of influence
are willing to do what the leader asks but
do it with a degree of ambivalence,

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23
Q

Compromise

A

A conflict resolution style

by which conflict is resolved through give and-take concessions

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24
Q

Consultation

A

An influence tactic whereby
the target is allowed to participate in
deciding how to carry out or implement a
request

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25
Q

Coordination loss

A

The quality of physical
movement in terms of synchronization of
movements and balance

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26
Q

Cross-training

A

Training team members in

the duties and responsibilities of their teammates,

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27
Q

Decision informity

A

The process of generating
and choosing from a set of alternatives
to solve a problem.

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28
Q

Discretion

A

The degree to which managers
have the right to make decisions on their
own

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29
Q

Distributive bargaining

A

A negotiation
strategy in which one person gains and the
other person loses

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30
Q

Exchange tactic

A

An influence tactic
in which the requestor offers a reward in
return for performing a request

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31
Q

Exchanging information

A

The second
stage of the negotiation process, during
which each party makes the strongest case
for its position

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32
Q

Expert power**

A

A form of organizational

power based on expertise or knowledge,

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33
Q

Groupthink

A

Behaviors that support conformity
and team harmony at the expense of
other team priorities

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34
Q

Hierarchical sensitivity

A

The degree to
which the team leader effectively weighs the
recommendations of the members,

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35
Q

Influence

A

The use of behaviors to cause

behavioral or attitudinal changes in others,

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36
Q

Information richness

A

The amount and
depth of information that is transmitted in a
message,

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37
Q

Ingratiation

A

The use of favors, compliments,
or friendly behavior to make the target
feel better about the influencer

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38
Q

Inspirational appeal

A

The use of favors, compliments,
or friendly behavior to make the target
feel better about the influencer

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39
Q

Integrative bargaining

A

A negotiation
strategy that achieves an outcome that is
satisfying for both parties

40
Q

Internalization

A

A response to influence
tactics where the target agrees with and
becomes committed to the request

41
Q

Interpersonal processes

A 
Teamwork
processes, such as motivating and confidence
building, that focus on the management
of relationships among team
members,
42
Q

Leadership

A

The use of power and influence
to direct the activities of followers
toward goal achievement.

43
Q

Legitimate power***

A

A form of organizational

power based on authority or position,

44
Q

Mediation

A

A process by which a third
party facilitates a dispute resolution process
but with no formal authority to dictate
a solution

45
Q

Mental models

A

The degree to which
team members have a shared understanding
of important aspects of the team and its
task

46
Q

Motivational loss

A

Process loss due to
team members’ tendency to put forth less
effort on team tasks than they could,

47
Q

Negotiation

A

A process in which two or
more interdependent individuals discuss
and attempt to reach agreement about their
differences.

48
Q

Network structure

A

The pattern of communication
that occurs regularly among
each member of a team,

49
Q

Nominal group technique

A 
A team
process used to generate creative ideas,
whereby team members individually write
down their ideas and then take turns sharing
them with the group,
50
Q

Organizational politics

A

Individual
actions directed toward the goal of furthering
a person’s own self-interests.

51
Q

Personal appeals

A

An influence tactic
in which the requestor asks for something
based on personal friendship or loyalty

52
Q

Personal clarification

A

Training in
which members simply receive information
regarding the roles of the other team members,

53
Q

Political skill

A

The ability to understand
others and the use of that knowledge to
influence them to further personal or organizational
objectives

54
Q

Positional modeling

A

Training that
involves observations of how other team
members perform their roles,

55
Q

Positional rotation

A

Training that gives
members actual experience carrying out
the responsibilities of their teammates

56
Q

Potency

A

A team state reflecting the
degree of confidence among team members
that the team can be effective across situations
and tasks

57
Q

Power

A

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

58
Q

Preparation

A

The first stage of the negotiation
process, during which each party
determines its goals for the negotiation

59
Q

Pressure

A

A n influence tactic in which the
requestor attempts to use coercive power
through threats and demands

60
Q

Process gain

A

W hen team outcomes are
greater than expected based on the capabilities
of the individual members

61
Q

Process loss

A

When team outcomes are
less than expected based on the capabilities
of the individual members

62
Q

Production blocking

A

A type of coordination
loss resulting from team members having
to wait on each other before completing
their own part of the team task

63
Q

Rational persuasion

A

The use of logical
arguments and hard facts to show someone
that a request is worthwhile

64
Q

Referent power***

A

A form of organizational
power based on the attractiveness
and charisma of the leader

65
Q

Relationship conflict

A

Disagreements
among team members with regard to interpersonal
relationships or incompatibilities
in personal values or preferences

66
Q

Resistance

A

When a target refuses to perform
a request and puts forth an effort to
avoid having to do it

67
Q

Reward power

A

A form of organizational
power based on the control of resources or
benefits

68
Q

Scout activities

A

Boundary-spanning
activities that are intended to obtain information
about technology, competitors, or
the broader marketplace

69
Q

Social loafing

A

A type of motivational
loss resulting from members feeling less
accountable for team outcomes relative to
independent work that results in individually
identifiable outcomes,

70
Q

Staff validity

A

The degree to which team
members make good recommendations to
the team leader,

71
Q

Substitutability

A

The degree to which
people have alternatives in accessing the
resources a leader controls

72
Q

Task conflict

A

Disagreements among

members about the team’s task

73
Q

Task coordinator activities

A

Boundaryspanning
activities that are intended to
coordinate task-related issues with people
or groups in other functional areas

74
Q

Taskwork processes

A

The activities of
team members that relate directly to the
accomplishment of team tasks.

75
Q

Team building

A

Fun activities that facilitate
team problem solving, trust, relationship
building, and the clarification of role
responsibilities

76
Q

Team process

A

The different types of
activities and interactions that occur within
a team as the team works toward its goals.

77
Q

Team process training

A

The use of team
experiences that facilitates the team’s ability
to function and perform more effectively
as an intact unit,

78
Q

Team states

A

Specific types of feelings
and thoughts that coalesce in the minds of
team members as a consequence of their
experience working together.

79
Q

Teamwork processes

A

The interpersonal
activities that promote the accomplishment
of team tasks but do not involve task
accomplishment itself.

80
Q

Transactive memory

A

The degree to
which team members’ specialized knowledge
is integrated into an effective system
of memory for the team

81
Q

Transition processes

A

Teamwork processes,
such as mission analysis and planning,
that focus on preparation for future
work in the team,

82
Q

Transportable teamwork competencies

A

Team training that involves helping
people develop general teamwork competencies
that they can transport from one
team context to another

83
Q

Visibility

A

How aware others are of a
leader and the resources that leader can
provide,

84
Q

Power

A

the ability to influence others and resist others influence

85
Q

bases of power (5)

A

legitimate

reward

coercive

referent

expert

86
Q

power and influence inputs (4)

A

substitutability: how much expertise do you have in your firm
centrality: being the hub of the wheel, if you leave how well can the company function
discretion: how much power do you have assigning work
visibility: how visible are you in terms of selling yourself

87
Q

influence tactics

A

influence is the use of behaviours to cause behavioural or attitudinal changes in others

most effective:
rational persuasion

inspirational appeals

consultation

collaboration

88
Q

responses to influence (3)

A

resistance: coercive, reward
compliance: coercive, reward, legitimate
internalization: legitimate, expert, referent

89
Q

conflict resolution

A

competing: one party attempts to get his or her own goals met without concern for the other party’s results
avoiding: one party remains neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down
accommodating: one party gives in to the other and acts in a completely unselfish way
collaboration: both parties work together to maximize outcome
compromise: give-and-take concessions

90
Q

leadership

A

using power and influence to direct activities of followers toward goal achievement

91
Q

the behavioural approach to leadership

A

effective leadership behaviours depend on the situation

92
Q

day to day leadership behaviours

A

initiating structure: directive, task-oriented

consideration: supportive, human focused, relations-oriented

93
Q

transactional leadership behaviours

A

contingent reward: be clear on expectations and what employees stand to gain when meeting expectations

ACTIVE: management by exception: how much do you step in to take corrective action, provide constructive feedback, jelp, etc.(acting as a coach)

PASSIVE: management by exception: leader waits for the teachable moment (NOT good)

94
Q

transformational leadership behaviours

A

idealized influence: connect with people on an emotional level, uses of imagery, displaying conviction

inspirational motivation: very clear vision

intellectual stimulation: challenging your followers, engaging their minds … your vision as their own

individualized consideration: pay attention to followers on individual level

95
Q

leader-member exchange (LMX)

A

the quality of the work relationship between the leader and the follower

high trust and respect

high sense of obligation

repeated exchange of favours

etc.

OB ADM2336 (13 decks)

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