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Organizational Management > Exam 2 > Flashcards

Exam 2 Flashcards

1
Q

leadership

A

power, charisma

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2
Q

you can get somebody to do something and can resist doing something you don’t want to do (Gary’s definition)

A

leadership

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3
Q

leadership (Gary’s definition)

A

you can get somebody to do something and can resist doing something you don’t want to do

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4
Q

the ability to get people to follow you (willingly)

A

leadership

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5
Q

leadership definition

A

the ability to get people to follow you willingly

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6
Q

reciprocal leadership

A

happens among people, is a people activity, not administrative, not spreadsheets, not paperwork, not computers

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7
Q

can be much more powerful than being a “boss”

A

reciprocal

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8
Q

the ability to influence people toward the attainment of goals

A

reciprocal leadership

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9
Q

reciprocal leadership definition

A

the ability to influence people toward the attainment of goals

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10
Q

Hard position power

A
  1. legitimate power
  2. reward power
  3. coercive power
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11
Q

legitimate power

A

(title, i.e., boss, ceo, supervisor

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12
Q

reward power

A

ability to reward people

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13
Q

coercive power

A

ability to punish

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14
Q

personal soft power

A
  1. expert power

2. referent power

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15
Q

expert power

A

technical skills/knowledge

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16
Q

referent power

A

special something that someone has that makes you look up to them
- 4 minute barrier: people decide in the first 4 minutes of meeting you whether they would do business with you

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17
Q

other sources of power

A
  1. personal effort
  2. network of relationships
  3. information
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18
Q

personal effort

A

work hard, can take you a long way, attitude

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19
Q

network of relationships

A

people you know, connections

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20
Q

information

A

access and distribution (ex. Facebook)

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21
Q

Captain Michael Abrashoff: U.S. Navy, Bossless Leader

A
  1. lead by example
  2. communicate purpose and meaning
  3. create a climate of trust
  4. look for results, not salutes
  5. take calculated risks
  6. generate unity
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22
Q

leadership styles

A
  1. autocratic
  2. laissez faire
  3. democratic
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23
Q

autocratic

A

leader makes most or all decisions

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24
Q

laissez faire

A

followers make most/all decisions

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25
Q

democratic

A

everyone makes decisions together

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26
Q

nominal group technique

A
  1. brainstorm
  2. round-robin (tally of suggestions)
  3. vote
  4. analyze
  5. revote
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27
Q

why people like nominal group technique

A
  1. organized
  2. fun
  3. collaborate
  4. democratic
  5. can be virtual
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28
Q

OSU behaviors of excellent leaders

A
  1. consideration (people skills, concern for people)

2. initiating structure (concern for structure)

29
Q

Best characteristics of high producing groups according to michigan state

A
  1. employee oriented leader (set high performance goals, supportive behavior, showing consideration)
  2. give general supervision
30
Q

bad characteristics of high producing groups according to michigan state

A
  1. job centered (focus on production/tasks rather than employees)
  2. cost cutters (kills morale, doesn’t help performance)
31
Q

Managerial Grid (leadership grid) Q1

A

High concern for production, low concern for people
authority compliance
9.1

32
Q

Managerial Grid (leadership grid) Q2

A

high concern for production, low concern for people
team management
9.9

33
Q

Managerial Grid (leadership grid) Q3

A

high concern for people, low concern for production
country club management
1.9

34
Q

Managerial Grid (leadership grid) Q4

A

low concern for production, low concern for people
impoverished
1.1

35
Q

Managerial Grid (leadership grid)

A
  • great tool for the evaluations of leaders/managers

- theoretically have employees fill out surveys

36
Q

Managerial Grid (leadership grid) middle

A

middle of the road management
organized, balanced
5.5

37
Q

high production does not equal

A

high concern for production

38
Q

Situational leadership theory

A

situation = things change from situation to situation

39
Q

situational classic theory

A

immature

40
Q

Situational leadership theory Q1

A

Immature
high focus on task
low focus on people

41
Q

Situational leadership theory Q4

A

low focus on task, low focus on people (everyone is trained and experienced, you’ve done your job

42
Q

Situational leadership theory Q3

A

low focus on task, high focus on people

43
Q

Situational leadership theory Q2

A

high focus on task, high focus on people

44
Q

Book version of situational leadership theory Q1

A

Telling style

45
Q

Book version of situational leadership theory Q2

A

selling style

46
Q

Book version of situational leadership theory Q3

A

participating style

47
Q

Book version of situational leadership theory Q4

A

delegating style

48
Q

telling style

A

high focus on task, low focus on people
detailed goals/instructions, followers have low ability/confidence
Q1

49
Q

high focus on task, low focus on people

detailed goals/instructions, followers have low ability/confidence

A

telling style

50
Q

selling style

A

high focus on task, high focus on people
followers moderately ready but lack ability
Q2

51
Q

high focus on task, high focus on people

followers moderately ready but lack ability

A

selling style

52
Q

participating style

A

high focus on people, low focus on task
keep employees happy, involvement culture
followers involved in decisions
Q3

53
Q

high focus on people, low focus on task
keep employees happy, involvement culture
followers involved in decisions

A

participating style

54
Q

delegating style

A

trust people and delegate tasks to people
low focus on people and low focus on task
Q4

55
Q

5 types of leaders

A
  1. position/positional leaders
  2. permission leaders
  3. production leaders
  4. people development leaders
  5. personhood leaders
56
Q

position/positional leaders

A

lowest level

57
Q

permission leaders

A

people want to follow you, they like/trust you

58
Q

production leaders

A

you are producing and having success with others

59
Q

people development leadeers

A

when you help people reach their potential

60
Q

contingent - fiedler

A

depending on

61
Q

fiedler’s theory on leadership

A

favorability - F I U

  1. quality of relationship
  2. degree of task structure
  3. position power
62
Q

position power

A

does leader really have formal authority, leader formal authority

63
Q

VF

A

task oriented style

64
Q

VU

A

Task oriented style

65
Q

I

A

people oriented leader

66
Q

Level 5 Leadership

A

personal humility and indomitable will

67
Q

Servant leadership

A

main goal of leader is to serve

68
Q

Authentic leadership

A

emphasizes building the leader’s legitimacy through honest relationships with followers which value their input and are built on an ethical foundation

69
Q

interactive leadership

A

leaders engage followers to increase their importance of interactive leadership in generating motivation

Organizational Management (3 decks)

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