Exam 2

Question 1

Motivation

Answer 1

the psychological processes that underlie the direction, intensity, and persistence of behavior or thought

Question 2

Maslow’s Needs Hierarchy

Answer 2

motivation is a function of five basic needs,

physiological, safety, love, esteem, and self-actualization

Question 3

self-actualization

Answer 3

desire for self-fulfillment – to become the best one is capable of becoming

Question 4

arbitration

Answer 4

neutral arbitrator in a court like setting where statements are confidential is where disputes are handled in ADR

Question 5

Conflict

Answer 5

occurs when one party perceives that its interests are being opposed or negatively affected by another party

Question 6

negotiation

Answer 6

a give-and-take decision making process involving two or more parties with different preferences

Question 7

dialecticism

Answer 7

a method managers use to foster a structured debate of opposing viewpoints prior to making a decision

Question 8

inspirational appeals

Answer 8

trying to build enthusiasm by appealing to other’s emotions, ideals, or values

Question 9

Laissez-faire leadership

Answer 9

a general failure to take responsibility for leading “hands off”

Question 10

Transactional leadership

Answer 10

focuses on clarifying employees’ role and task requirements and providing followers with positive and negative rewards contingent on performance

Question 11

Transformational leadership

Answer 11

targeted at creating new markets and customers that rely on developing breakthroughs and inventing things that don’t currently exist

Question 12

Idealized Influence

Answer 12

instilling pride, respect, and trust within employees

Question 13

Inspirational motivation

Answer 13

the use of charisma, establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm

Question 14

Intellectual stimulation

Answer 14

behaviors that encourage employees to question the status quo and to seek innovative and creative solutions to organizational problems

Question 15

dysfunctional conflict

Answer 15

conflicts that threaten an organization’s interests

Question 16

incivility

Answer 16

any form of socially harmful behavior. aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision, and bullying

Question 17

Devil’s Advocate

Answer 17

the role of the critic

Question 18

Alternative Dispute Resolution (ADR)

Answer 18

resolution that uses faster, more user-friendly methods of dispute resolution, instead of traditional adversarial approaches

Question 19

Impression mgmt

Answer 19

any attempt to control or manipulate the images related to a person, organization, or idea

Question 20

coalition building

Answer 20

an informal group bound together by the active pursuit of a single issue

Question 21

Influence mgmt

Answer 21

conscious efforts to affect and change a specific behavior in others
(rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals, exchange, coalition tactics, pressure, legitimating tactics)

Question 22

Machiavellianism

Answer 22

the use of manipulation, a cynical view of human nature, and a moral code that puts results over principles

Question 23

power

Answer 23

the ability to marshal human, informational, and other resources to get something done

Question 24

networking

Answer 24

people-oriented groups

Question 25

psychological empowerment

Answer 25

occurs when employees feel a sense of meaning, competence, self-determination, and impact at work.
Refelects employees’ belief that they have control over their work

Question 26

Structural empowerment

Answer 26

transferring authority and responsibilities from mgmt to employees

Question 27

servant-leadership

Answer 27

increased service to others rather than to oneself

Question 28

Fielder’s contingency model

Answer 28

a leader’s effectiveness is contingent on the extent to which a leader’s style fits or matches characteristics of the situation at hand

Question 29

Task motivated

Answer 29

focus on accomplishing goals

Question 30

Relationship motivated

Answer 30

focused on developing positive relationships with followers

Question 31

Organization Citizenship Behavior OCB

Answer 31

individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization

Question 32

work-family conflict

Answer 32

the demands or pressures from work and family domains are mutually incompatible

Question 33

charismatic behavior

Answer 33

interpersonal attraction that inspires acceptance, devotion, and enthusiasm

Question 34

narcissistic

Answer 34

having a self-centered perspective, feelings of superiority, a drive for personal power and glory

Question 35

leader-member exchange LMX

Answer 35

based on the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them

Question 36

Personality

Answer 36

the combo of stable physical, behavioral, and mental characteristics that give individuals their unique identities

Question 37

Legitimate Power

Answer 37

power by formal authority (position)

Question 38

Reward Power

Answer 38

airline rewards (position)

Question 39

Referent Power

Answer 39

based on likability (personal)

Question 40

Behavior Styles of Leadership

Answer 40

attempts to identify the unique behaviors displayed by effective leaders

Question 41

competence

Answer 41

personal evaluation of job capability

psych empowerment

Question 42

meaning

Answer 42

belief that your work values and goals align with those of your manager, team or employer
(psych empowerment)

Question 43

impact at work

Answer 43

feeling that your efforts make a difference and affect the organization
(psych empowerment)