Chapter 2

Question 1

Competencies

Answer 1

capabilities or abilities that include both intent and action, and that can be directly linked to how well a person performs on a task or in a job.

Question 2

Five Components of Competencies

Answer 2

Motives, Traits, Self-Concept, Knowledge, Skills

Question 3

Competency Model

Answer 3

A set of competencies that are directly related to success in a job and are grouped into job-relevant categories

Question 4

Social and Emotional Intelligence

Answer 4

Competencies linked to self awareness, self management, social awareness, and relationship management that enable people to understand and manage emotions in social interactions

Question 5

Resonant Organizations

Answer 5

organizations characterized by a powerful and positive culture in which people have a shared sense of excitement and commitment to mutual goals

Question 6

Resonant Leaders

Answer 6

Socially and Emotionally Intelligent, visionary people who lead and manage in ways that enable everyone to contribute their very best

Question 7

Self-Awareness

Answer 7

the ability to notice and understand one’s emotions and their effects

Question 8

Limbic Resonance

Answer 8

Refers to the fact that emotions are contagious and a powerful driver of our feelings, thoughts, and behaviors

Question 9

Power

Answer 9

Influence over or through others

Question 10

Organizational Politics

Answer 10

Involve many things, including internal competition and the pursuit of personal goals at the expense of others or the organization

Question 11

Legitimate Power

Answer 11

The ability to influence others by right of one’s position in an organization, the office held, or formal authority

Question 12

Reward Power

Answer 12

The Ability to influence others by giving or withholding rewards such as pay, promotions, time off, attractive projects, learning experiences, and the like

Question 13

Coercive Power

Answer 13

The attempt to influence others through punishment

Question 14

Expert Power

Answer 14

The ability to influence others through a combination of special knowledge and or skills

Question 15

Referent Power

Answer 15

Power that comes from personal characteristics that people value and want to emulate and that cause people to feel respect or admiration

Question 16

Empowerment

Answer 16

trusting employees to make decisions and to take responsibility for their decisions and actions

Question 17

Micromanagement

Answer 17

the practice of overcontrolling others and their work, as well as paying far too much attention to details and how employees do their work

Question 18

Theory X

Answer 18

a belief system that holds that the average employee is inclined to be lazy, without ambition and irresponsible

Question 19

Theory Y

Answer 19

a belief system that holds that workers are inherently ambitious, responsible, and industrious, and that they will work hard to help an organization reach its goals

Question 20

Theory Z

Answer 20

A belief system that holds that in organizations with strong, relational cultures, employees have discretionay freedom in local decision making and are trusted to work autonomously

Question 21

Flat Organizations

Answer 21

Organizations that have few levels of hierarchy, which drives a need for more people to make decisions

Question 22

Ethics

Answer 22

A set of values and principles that guides the behavior of an individual or a group

Question 23

Values

Answer 23

ideas that a person or a group believes to be right or wrong, good or bad, attractive or undesirable

Question 24

Ethical Code

Answer 24

A system of principles governing morality and acceptable conduct

Question 25

Terminal Values

Answer 25

personal commitments we make to ourselves in relation t our life's goals

Question 26

Instrumental Values

Answer 26

Preferred behaviors or ways of achieving our terminal values

Question 27

Individual Ethics

Answer 27

personal code of conduct when dealing with others

Question 28

Personal Ethics

Answer 28

standards that outline appropriate conduct i na given profession

Question 29

Organizational Ethics

Answer 29

the values and principles that an organization has chosen to guide the behavior of people within the organization and/or what stakeholders expect of the organization

Question 30

Societal Ethics

Answer 30

principles and standards that guide members of a society in day-to-day behavior with one another

Question 31

Stakeholders

Answer 31

any constituent potentially impacted by an organization's actions, either inside or outside the organization

Question 32

Ethical Dilemmas

Answer 32

Situations in which it appears that acting ethically would prevent the achievement of an objective

Question 33

Traits

Answer 33

Enduring and distinguishing personal characteristics that may be inherited, learned, or developed

Question 34

Trait Theories

Answer 34

models that attempt to explain leadership effectiveness by articulation of physical, psychological, and social characteristics, as well as abilities, knowledge, and expertise

Question 35

Consideration

Answer 35

people-oriented behaviors such as respect, openness to employees' ideas and concern for employees' well-being

Question 36

Initiating Structure

Answer 36

Behaviors related to task and goal orientation, such as giving clear directions, monitoring employees' performance, and planning and setting work schedules and deadlines

Question 37

Contingency approaches to leadership

Answer 37

Models and theories of leadership that take into account leader behavior and various aspects of the organizational situation and/or characteristics of followers

Question 38

Fiedler's contingency Theory

Answer 38

theory stating that leadership effectiveness is dependent on the characteristics of the leader and the characteristics of the situation

Question 39

Relationship-Orientated Leaders

Answer 39

leaders who emphasize good relationships and being liked by employees

Question 40

Task Oriented leaders

Answer 40

Leaders who focus on accomplishments and seek to ensure that employees perform well on the job

Question 41

Situational Leadership Theory

Answer 41

Contingency Model that links leader style with followers' readiness for tasks

Question 42

Path-Goal Theory

Answer 42

a contingency approach to leadership stating that the leader is responsible for motivating employees to attain goals

Question 43

Leadership Substitutes Model

Answer 43

A contingency model of leadership that states that certain characteristics of people or of the situation can make direct leadership unnecessary

Question 44

Transformational Leaders

Answer 44

People who have social and emotional intelligence and who can inspire others to see an extraordinary vision

Question 45

Transactional Leaders

Answer 45

People who follow a traditional approach to management in which lead and follower behavior is an instrumental change

Question 46

Authenticity

Answer 46

genuine presentation of one's thoughts, feelings, and beliefs

Question 47

Integrity

Answer 47

the quality of steadfastly holding to high moral principles and professional standards

Question 48

Courage

Answer 48

the willingness and ability to face fear, danger, uncertainty, or pain without giving up whatever course of action one believes is necessary and right