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management > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

Use of power and influence to direct the activities of followers toward goal achievement. Leadership involves social influence.

A

leadership

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2
Q

“The history of the world was the biography of great men” – Thomas Carlyle

A

“The Great Man” Theory of Leadership

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3
Q

You need to be aware that you have been programmed by society to think that certain people are “leaderlike.”

A

leader emergence

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4
Q

Leader effectiveness is more related to what a leader does than what a leader looks like

A

leader effectiveness

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5
Q

Generally described as “if you do this, I will do that

  • You make mistakes, I will take action
  • You do your job, I will pay you
  • Generally oriented toward goal attainment, and not welfare of followers
  • Effective in the present
A

transactional leadership

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6
Q

Wait around for mistakes, then take corrective action

A

Passive Management

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7
Q

Attain follower agreement on what needs to be done using rewards in exchange for adequate performance

A

contingent reward

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8
Q

A “motivational” approach to leadership
-Inspires followers to commit to a shared vision that provides meaning to their work
-Serves as a role model
Helps followers develop their own potential
-Views problems from new perspectives

A

transformational leadership

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9
Q

providing followers with a sense of meaning and challenge in their work; communicating a clear and compelling vision and showing followers how they are a part of it

A

inspirational motivation

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10
Q

encouraging followers to question assumptions, explore new ideas and methods, and adopt new perspectives

A

intellectual stimulation

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11
Q

acting as a role model; holding followers’ trust by acting consistently and showing dedication to them

A

Idealized influence

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12
Q

showing interest in followers’ well-being; providing individual attention to each follower’s needs for achievement and growth

A

individualized consideration

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13
Q

Ability to influence the behavior of others and resist unwanted influence in return
-Does not mean he or she will actually choose to do so

A

power

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14
Q

Formal authority over work activities

  • Based on hierarchy & job description
  • Specified in a formal document
A

legitimate power

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15
Q

Controlling resources valued by others

  • Material, money, equipment, desirable tasks, schedule, etc
  • Not just control, but also willingness to provide these resources
A

reward power

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16
Q

Authority over punishment, fueled by fear of negative consequences
Dismissal, demotion, unpleasant tasks

A

coercive power

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17
Q

Derived from being liked, respected, and admired by others

-Leads to identification with the powerful person, role-modeling

A

referent power

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18
Q

Having unique task-relevant knowledge & skill

  • Can have a dark side – keeping
  • procedures/techniques secret, using jargon
A

expert power

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19
Q

Energetic forces inside and outside of someone that:

  • Prompt work-related effort; and
  • Determine this effort’s direction, intensity and persistence.
A

motivation

20
Q

giving something good for desired behavior

A

postive reinforcement

21
Q

removing something bad for desired behavior

A

negative reinforcement

22
Q

doing something bad for undesired behavior

A

punishment

23
Q

Side effects of punishment
Inhibits other behaviors, relationships
Elicits negative emotion

A

behaviorism

24
Q

Theory is generally supported, but has problems. Does not drive much current research.
-Makes intuitive sense, useful to think about

A

expectancy theory

25
Q

Belief that effort will result in performance

“If I try harder, I’ll perform better”

A

expectancy

26
Q

Belief that performance will result in outcomes

“If I perform better, I’ll be rewarded for it”

A

instrumentality

27
Q

Belief that outcomes are valuable

“I want the rewards that I will earn”

A

valence

28
Q

Energize & direct behavior

Increase persistence

A

Why are goals effective?

29
Q

Better for more complex tasks

Increase effort, persistence, learning, well-being

A

intrinsic

30
Q

Characteristic patterns of thinking, feeling, and behaving

A

personality

31
Q

“I am always prepared; I pay attention to details; I get chores done right away; I am exacting in my work; …”

A

Conscientiousness

32
Q

Desire to be accepted in personal relationships as a means of expressing personality

“I am interested in people; I take time out for others; I sympathize with others’ feelings; I feel others’ emotions; …”

A

agreeableness

33
Q

A tendency to experience unpleasant moods such as hostility, nervousness, and annoyance

“I am relaxed most of the time (R); I seldom feel blue (R); I have frequent mood swings; I worry about things; …”

A

Neuroticism

34
Q

Tendency to be imaginative, curious and creative

“I have a rich vocabulary; I have a vivid imagination; I am quick to understand things; I am full of ideas; …”

A

openness to experience

35
Q

A tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation

“I am the life of the party; I don’t mind being the center of attention; I talk to a lot of different people at parties; …”

A

extraversion

36
Q

Psychological response to demands where there is something at stake and where coping with the demands taxes or exceeds a person’s capacity or resources

A

stress

37
Q

Various demands that tax a person’s resources

A

stressors

38
Q

The resulting consequences of exceeding a person’s capacity or resources

A

strains

39
Q

Opportunities for learning, growth, or achievement

  • Time pressure
  • Work responsibility
  • job complexity
A

Challenge stressors

40
Q

Demands that generally hinder progress toward accomplishment or attainment

  • Work overload
  • Role ambiguity
  • Role conflict
  • Daily hassles
A

hindrance stressors

41
Q

physical activities to deal with a stressful situation

A

behavioral method

42
Q

thoughts involved with dealing with stress

A

cognitive method

43
Q

thoughts involved with dealing with stress

A

problem focused method

44
Q

focus on managing reactions to the situation

A

emotion focused method

45
Q

More likely to appraise day-to-day situations as stressful

A

differential exposure

46
Q

Less likely to believe they can cope with the stressors that they experience

A

differential reactivity

management (3 decks)

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