Exam 2 Flashcards
Motivation
the psychological processes that underlie the direction, intensity, and persistence of behavior or thought
Maslow’s Needs Hierarchy
motivation is a function of five basic needs,
physiological, safety, love, esteem, and self-actualization
self-actualization
desire for self-fulfillment – to become the best one is capable of becoming
arbitration
neutral arbitrator in a court like setting where statements are confidential is where disputes are handled in ADR
Conflict
occurs when one party perceives that its interests are being opposed or negatively affected by another party
negotiation
a give-and-take decision making process involving two or more parties with different preferences
dialecticism
a method managers use to foster a structured debate of opposing viewpoints prior to making a decision
inspirational appeals
trying to build enthusiasm by appealing to other’s emotions, ideals, or values
Laissez-faire leadership
a general failure to take responsibility for leading “hands off”
Transactional leadership
focuses on clarifying employees’ role and task requirements and providing followers with positive and negative rewards contingent on performance
Transformational leadership
targeted at creating new markets and customers that rely on developing breakthroughs and inventing things that don’t currently exist
Idealized Influence
instilling pride, respect, and trust within employees
Inspirational motivation
the use of charisma, establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm
Intellectual stimulation
behaviors that encourage employees to question the status quo and to seek innovative and creative solutions to organizational problems
dysfunctional conflict
conflicts that threaten an organization’s interests
incivility
any form of socially harmful behavior. aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision, and bullying
Devil’s Advocate
the role of the critic
Alternative Dispute Resolution (ADR)
resolution that uses faster, more user-friendly methods of dispute resolution, instead of traditional adversarial approaches
Impression mgmt
any attempt to control or manipulate the images related to a person, organization, or idea
coalition building
an informal group bound together by the active pursuit of a single issue
Influence mgmt
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)
Machiavellianism
the use of manipulation, a cynical view of human nature, and a moral code that puts results over principles
power
the ability to marshal human, informational, and other resources to get something done
networking
people-oriented groups
psychological empowerment
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
Structural empowerment
transferring authority and responsibilities from mgmt to employees
servant-leadership
increased service to others rather than to oneself
Fielder’s contingency model
a leader’s effectiveness is contingent on the extent to which a leader’s style fits or matches characteristics of the situation at hand
Task motivated
focus on accomplishing goals
Relationship motivated
focused on developing positive relationships with followers
Organization Citizenship Behavior OCB
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
work-family conflict
the demands or pressures from work and family domains are mutually incompatible
charismatic behavior
interpersonal attraction that inspires acceptance, devotion, and enthusiasm
narcissistic
having a self-centered perspective, feelings of superiority, a drive for personal power and glory
leader-member exchange LMX
based on the assumption that leaders develop unique one-to-one relationships with each of the people reporting to them
Personality
the combo of stable physical, behavioral, and mental characteristics that give individuals their unique identities
Legitimate Power
power by formal authority (position)
Reward Power
airline rewards (position)
Referent Power
based on likability (personal)
Behavior Styles of Leadership
attempts to identify the unique behaviors displayed by effective leaders
competence
personal evaluation of job capability
psych empowerment
meaning
belief that your work values and goals align with those of your manager, team or employer
(psych empowerment)
impact at work
feeling that your efforts make a difference and affect the organization
(psych empowerment)
