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BCOR 370 > exam 4 > Flashcards

exam 4 Flashcards

1
Q

LEADERSHIP

A 
process of influence aimed at directing behavior toward the accomplishment of objectives
•	Integrity
•	Determination
•	Sociability
•	Self-Confidence
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2
Q

LEADERS:

A

people who use critical thinking to successfully influence others to get positive organizational results through motivation and communication

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3
Q

DIRECTIVE LEADERSHIP

A

involves providing specific, task-focused directions, giving commands, assigning goals, close supervision, and constant follow-up (influence based on position/legitimate power)

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4
Q

TRANSACTIONAL LEADERSHIP

A

creates reward contingencies and exchange relationships that result in calculative compliance on the part of followers (provides rewards/punishments for performance)

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5
Q

TRANSFORMATIONAL LEADERSHIP:

A

creating and communicating a higher-level vision in a charismatic way that elicits an emotional response and commitment from the followers

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6
Q

EMPOWERING LEADERSHIP

A

emphasizes employee self-influence processes rather than hierarchical control processes, actively encourages followers to take ownership of their own behaviors and work processes (“Leading others to lead themselfes”)

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7
Q

MODALITY OF COMMUNICATION

A
  • has had a significant impact on leadership styles/behavior and how leaders operate within an organization
  • Globalized companies affected by external forces that can significantly change management challenges
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8
Q

POWER

A

ability to influence (given or earned)

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9
Q

POSITIONAL POWER:

A

influence that is granted because of a manager’s type and ability to affect someone positively or negatively through resource allocation or disciplinary measures

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10
Q

PERSONAL POWER

A

• influence that is obtained by being perceived as likeable and well informed

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11
Q

REFERENT POWER:

A

influence that is based on a manager’s appealing traits or resources, such as charisma or the ability to offer an employee a promotion

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12
Q

EXPERT POWER

A

influence that is derived from perceived knowledge, skill, or competence

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13
Q

COERCIVE POWER:

A

is how a manager influences people through the threat of or actual negative consequences for undesired actions

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14
Q

LEGITIMATE POWER

A

: results from the influence that a manger has because of his or her title inside an organization or status in a community

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15
Q

REWARD POWER

A

influence people by incentive of a reward

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16
Q

TRAIT PERSPECTIVE:

A

system of ideas that focuses on identifying effective leaders through personal characteristics that are difficult to obtain or cannot be learned

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17
Q

GREAT MAN LEADERS

A

persons born into positions of power and authority and seen by some as having divine right to power (males are predominant leaders throughout history, women are assuming more formal leadership roles throughout society)

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18
Q

BEHAVORIAL PERSPECTIVE:

A

connects what managers do to their ability to influence others

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19
Q

TASK BEHAVIORS:

A

help team members achieve goals

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20
Q

RELATIONSHIP BEHAVIORS:

A

enable team members to be satisfied with one another and their situation

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21
Q

EMPLOYEE ORIENTED

A

focus on building interpersonal relationships

22
Q

PRODUCTION ORIENTED

A

focus on task completion

23
Q

CONTINGENCY PERSPECTIVE

A

rejects the notion that there is one best way to lead

24
Q

FIEDLER”S CONTINGENCY THEORY

A

matches the most suitable leadership style with a particular business situation

25
Q

LEAST PREFERRED COWORKER SCALE

A

defines leadership style (high scores are relationship motivated, low scores are task motivated)

26
Q

PATH-GOAL THEORY:

A

focuses on leadership behaviors that motivate a team through clarification, support, and removal of barrier in pursuit of a goal

27
Q

TRANSFORMATIONAL LEADERS:

A

• uplift and inspire their followers to higher levels of motivation and commitment achieved by:
o Idealized influence (charisma) and inspiration
o Intellectual stimulation
o Individualized consideration

28
Q

CHARISMATIC LEADERSHIP:

A

ability to motivate employees to exceed expected performance through a leaders inspiring behavior

29
Q

PSEUDOTRANSFORMATIONAL LEADERS:

A

although effective, their primary aim and goals are to seek personal power and wealth or cause harm to others

30
Q

EMPOWERING LEADERSHIP:

A

encourages followers to take greater responsibility for their behavior (particularly appropriate in today’s dynamic and decentralized organizations)

31
Q

SELF-LEADERSHIP:

A

process through which people influence themselves to achieve the self-direction and self-motivation necessary to perform

32
Q

Constructive thought strategies:

A

aimed at reshaping certain key mental processes in order to facilitate more positive and optimistic thinking patterns

33
Q

SERVANT LEADER:

A

focuses on the needs, objective, and aspirations of team members to help them achieve organizational goals (suited for the service industry)

34
Q

SHARED LEADERSHIP:

A

collaborative process in which team members share key leadership roles including transactional, transformational, directive, and social supportive roles (involves employees engaging in effective self-leadership and responsible followership)

35
Q

AUTHENTIC LEADERSHIP

A

encourages positive psychological capacities, an ethical climate, greater self-awareness, an internalized moral perspective, a balanced processing of information, and self-development

36
Q

POSITIVE PSYCHOLOGY

A

explores ways to help people recognize their positive traits or strengths, rather than their perceived weaknesses and failings (in economically rough times, it is difficult to instill the message of positive psychology)

37
Q

STRESS:

A

psychological and emotional reactions experienced by individuals to excessive pressure or demands at work

38
Q

NEGATIVE AFFECTIVITY

A

general dimension of personality where an individual experiences negative mood states (lowers likelihood of making contributions to the organization)

39
Q

POSITIVE AFFECTIVITY:

A

the outward display of affirming emotions, such as happiness, optimism, and encouragement

40
Q

GENERAL ADAPTION SYNDROME (GAS)

A

physiological reactions to long-term stress that can be grouped into three stages:
• Alarm
• Resistance
• Exhaustion

41
Q

PLEASUREFUL TASK:

A

provide an immediate feeling of joy and delight, with little effect on overall life satisfaction

42
Q

PURPOSEFUL TASK:

A

provide a sense of accomplishment that has lasting meaning

43
Q

MORAL COURAGE:

A

taking a position against something or someone even though you know the outcome may be unpopular (involves taking risks)

44
Q

JOYFUL LIVING:

A

feelings and emotions defined by interest, passion, curiosity, contentment, enthusiasm, satisfaction and quality of life

45
Q

PERCEPTION

A

process by which individuals select, interpret, and organize information in the world around them

46
Q

SELECTIVE PERCEPTION

A

process by which individuals accept information consistent with their values and beliefs, while screening out information that is not aligned with their own needs (focus on the positive and filter out the negative, or vice versa)

47
Q

COMMITMENT:

A

degree to which an employee is psychologically devoted to an organization or team

48
Q

CONFIDENCE:

A

certainty about handling something that a person desires or needs to do

49
Q

TYPE A PERSONALITY:

A

behavioral pattern where individuals tend to be ambitious, goal oriented, impatient, determined, high organized, competitive, and aggressive

50
Q

TYPE B PERSONALITY:

A

behavioral pattern where individuals tend to be more patient, relaxed, easygoing, and more sensitive to the feelings of others

51
Q

PSYCHOLOGICAL CONTRACT:

A

informal expectation between employee and organization that determines quality and satisfaction

52
Q

OPENNESS:

A

BCOR 370 (6 decks)

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