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HROB > FINAL! > Flashcards

FINAL! Flashcards

1
Q

Define leadership

A

The ability to influence a group toward the achievement of a vision or set of goals

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2
Q

Contrast between leadership and management

A

Leader: bigger picture, more strategic thinking, inspiring, making change, coming up with ideas

Managers: hands on, engaging in day to day tasks

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3
Q

Trait theories of leadership

A

Focuses on personal qualities and characteristics

Personality, social, physical, or intellectual attributes are considered.

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4
Q

Behavioral theories of leadership

A

Implies that we can TRAIN people to be leaders

Looks at behaviors, identifies behaviors

Can learn to become effective leaders by engaging inc certain behaviors.

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5
Q

Ohio State Studies

A

Sought to identify independent dimensions of leader behavior.

Narrowed the list to:

Initiating structure

Consideration

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6
Q

University of Michigan Studies

A

Attempted to locate behavioral characteristics of leaders that appeared related to performance effectiveness.

Identified 2 behavior types

Employee oriented leader: emphasized interpersonal relationships by taking a personal interest in employees’ needs and accepting individual differences among them

Production-oriented leader: emphasized technical or task aspects of jobs, focusing on accomplishing the group’s tasks.

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7
Q

Fiedler’s Contingency Model

A

Proposes that effective group performance depends n the proper match between the leader’s style and the degree to which the situation gives the leader control.

Recognizes different leadership styles and some situations leadership style varies.

Leadership style is contingent on situation!

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8
Q

Situational Leadership Theory

A

Focuses on the followers

Successful leadership depends on selecting the right leadership style contingent on the followers’ readiness, the extent to which they are willing and able to accomplish a specific task.

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9
Q

Path-Goal Theory

A

Developed by Robert House

Extracts elements from the Ohio State study and Expectancy theory of motivation.

Path-Goal theory suggests it’s the leader’s job to provide followers with information, support, or other resources necessary to achieve goals.

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10
Q

A situation consists of which 3 attributes?

A

Leader member relations (degree of confidence, trust members have in their leaders)

Task structure (How structured/unstructured the task is)

Position Power (Degree of influence leader has over followers)

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11
Q

Leader-member Exchange Theory

A

Argues that because of time pressures, leaders establish a special relationship with a small group of their followers.

These individuals make up the in-group. The in-group is trusted, get a disproportionate amount of their leader’s attention and are more likely to get special privileges.

A theory that supports leaders’ creation of in-groups and outgroups. Subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction.

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12
Q

Inspirational approaches (5) CTAES

A

Charismatic

Transformational

Authentic

Ethics & leadership

Servant leadership

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13
Q

Charismatic leadership

A

A leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.

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14
Q

Charismatic leaders have which characteristics (VPSU)

A

Vision and articulation: has a vision, expressed as an idealized goal.

Personal risk: will take personal risk, incur high costs and engage in self-sacrifice to achieve the vision

Sensitivity to follower needs: perceptive of others’ abilities and responsive to their needs and feelings

Unconventional behavior: engages in behaviors that are perceived as novel and counter.

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15
Q

Transformational leadership

A

Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers.

Obtain high levels of trust

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16
Q

Transformational leaders have which characteristics (IIII)

A

Idealized influence: provides vision and sense of mission, instills pride, gains respect and trust

Inspirational motivation: communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways.

Intellectual stimulation: Promotes intelligence, rationality, and careful problem solving

Individualized consideration: gives personal attention, treats each employee individually, coaches, advises.

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17
Q

Authentic leaders

A

Know who they are, know what they believe in and value and act on those values and beliefs openly and candidly.

Followers consider them ethical people.

Share information, encourage open communication, and stick to their ideals. The result: people will have faith in them

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18
Q

Servant leadership

A

Go beyond their self-interest and focus on opportunities to help followers grow and develop.

Don’t use power to achieve ends

EMPHASIZE PERSUASION!

Focuses on serving the needs of others!!

Higher levels of commitment to supervisor

Increases team potency which leads to higher group performance

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19
Q

Characteristics of servant leadership

A

Listening, empathizing, persuading, accepting stewardship and actively developing follower’s potential

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20
Q

Define Trust

A

A psychological state that exists when you agree to make yourself vulnerable to another because you have positive expectations about how things are going to turn out.

Willing to take a chance that the other person will come through for you.

Primary attribute associated with leadership

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21
Q

3 characteristics in developing trust (IBA)

A

Integrity: honesty and truthfulness

Benevolence: trusted person has your interests at heart

Ability: encompasses an individual’s technical and interpersonal knowledge and skills

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22
Q

Describe importance of trust and leadership

A

“Trust propensity”: how likely a particular employee is to trust a leader

Leaders who break the psychological contract (trust) with workers, demonstrating they aren’t trustworthy will find employees are less satisfied and less committed, have a higher intent toward turnover.

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23
Q

Consequences of trust

A

Trust encourages taking risks

Trust facilitates information sharing

Trusting groups are more effective

Trust enhances productivity

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24
Q

Mentor

A

A senior employee who sponsors and supports a less-experienced employee.

Successful mentors are good teachers; they present ideas clearly, listen well, and empathize with any problems.

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25
Q

Attribution theory of leadership

A

A leadership theory that says that leadership is merely an attribution that people make about other individuals.

We attribute to leaders intelligence, outgoing personality, strong verbal skills, aggressiveness, understanding and industriousness.

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26
Q

Substitutes and neutralizers to leadership

A

Substitutes: attributes such as experience and training, that can REPLACE the need for a leader’s support or ability to create structure

Neutralizers: Attributes that make it impossible for leader behavior to make any difference to follower outcome.

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27
Q

Online leadership

A

“Identification based trust” based on a mutual understanding of each other’s intentions and appreciation of the other’s wants and desires is difficult to achieve without face-to-face interaction.

Greatest challenge is developing trust.

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28
Q

Define Power

A

Refers to a capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes.

The capability to influence other.

Power may exist but not be used

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29
Q

Coercive power

A

Based on fear of the negative results from failing to comply.

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30
Q

Expert power

A

Based on special skills or knowledge

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31
Q

Referent power

A

Based on desirable resources or personal traits (admiration for someone)

“If I like, respect, and admire you, you can exercise power over me because I want to please you”

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32
Q

3 characteristics of resources which create dependency

A

Importance

Scarcity

Non substitutability

Resources can be tangible- money, oil
Intangible- skills, knowledge

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33
Q

Define power tactics

A

Ways in which individuals translate power bases into specific actions. (9)

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34
Q

List first 3 power tactics (LRIa)

A

Legitimacy: relying on your authority position or saying a request accords with organizational policies/rules

Rational persuasion: presenting logical arguments and factual evidence to demonstrate a request is reasonable

Inspirational appeals: Developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations

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35
Q

List 2nd 3 power tactics (CEP)

A

Consultation: Increasing the target’s support by involving him or her in deciding how you will accomplish your plan

Exchange: rewarding the target with benefits or favors in exchange for following a request

Personal appeals: asking for compliance based on friendship or loyalty

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36
Q

List last 3 power tactics (IPC)

A

Ingratiation: using flattery, praise, or friendly behavior prior to making a request

Pressure: using warnings, repeated demands, and threats

Coalitions: enlisting the aid or support of others to persuade the target to agree

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37
Q

Define political skill

A

The ability to influence others in such a way as to enhance one’s own objectives

38
Q

Explain how power contributes to sexual harassment

A

Abuse of power

39
Q

Examples of illegitimate behavior

A

Sabotaging workplace, bribing

40
Q

Examples of legitimate behavior

A

Favors

41
Q

Individual factors that influence political power

A 
High self-monitors
Internal locus of control
High Mach personality
Organizational investment
Perceived job alternatives
Expectations of success
42
Q

Organizational factors that influence political power

A 
Reallocation of resources
Promotion opportunities
Low trust
Role ambiguity
Unclear performance evaluation system
Zero-sum reward practices
Democratic decision making
High performance pressures
Self-serving senior managers
43
Q

Describe how employees may respond to organizational politics

A

Decreased job satisfaction

Increased anxiety and stress

Increased turnover

Reduced performance

44
Q

Describe impression management (IM)

A

The process by which individuals attempt to control the impression others form of them

Trying to create impression that others have about you.

45
Q

Identify 1st 4 techniques of impression management (CAFE)

A

Conformity: agreeing with someone else’s opinion to gain his or her approval (form of ingratiation)

Apologies: admitting responsibility for an undesirable event and seeking to get a pardon for the action (defensive IM technique)

Favors: doing something nice for someone to gain that person’s approval (form of ingratiation)

Excuses: explanations of a predicament-creating event aimed at minimizing the apparent severity of the predicament (defensive IM technique)

46
Q

Identify 2nd 4 techniques of impression management (FEES)

A

Flattery: complimenting others about their virtues in an effort to make oneself appear perceptive and likable (Assertive IM technique)

Enhancement: claiming that something you did is more valuable than most other members of the organization. (Self-focused IM technique)

Exemplification: doing more than you need to in an effort to show how dedicated and hard working you are (Assertive IM technique)

Self-promotion: highlighting one’s best qualities, downplaying one’s deficits, and calling attention to one’s achievements (Self-focused IM technique)

47
Q

Define organizational culture

A

“A common perception held by the organization’s members; a system of shared meeting”

A system of shared meaning held by members that distinguishes the organization from other organization.

48
Q

Describe dominant culture

A

A culture that expresses the core values that are shared by a majority of the organization’s members.

Puts employees first, great customer service

49
Q

Describe subcultures

A

Based on location, based in different areas of organization (HR, IT, sales)

Minicuitures within an organization, typically defined by department designations and geographical separation.

50
Q

Describe core values

A

What are the main things the organization values

The primary or dominant values that are accepted throughout the organization

Gives organization distinct personality

51
Q

Describe and give examples of strong cultures

A

A culture in which the core values are intensely held and widely shared.

Should reduce employee turnover

“Customer is always right”

52
Q

Discuss the benefits of a strong organizational culture (culture vs. formalization)

A

Helps understand what you’re supposed to be doing.

High formalization creates predictability, orderliness and consistency.

A strong culture achieves the same end without the need for written documentation.

The stronger an organization’s culture, the less management need to be concerned with developing formal rules and regulations to guide employee behavior.

53
Q

Describe the functions of a culture

A

Creates distinction between one organization and others. (Boundary defining roles)

Sense of identity for employers

Enhances employee commitment to organization’s interests

Enhances stability in organization

Sense making and control mechanism that guides and shapes employees’ attitudes and behaviors

Defines the rules of the game

54
Q

Describe 4 additional possible positive implications of a culture

A

Creates climate

Ethical dimension of culture

Culture and innovation

Culture as an asset

55
Q

Discuss the dysfunctional aspects of culture (culture as a liability)

A

Institutionalization: condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality. (Disney)

Barriers to change/diversity

Barriers to acquisitions and mergers

56
Q

How do employees learn about culture?

A

Stories

Rituals

Material symbols

Language

57
Q

How are cultures created?

A

Founders hire and keep only employees who think/feel the same way they do

Indoctrinate and socialize employees to their way of thinking and feeling

Founder’s own behavior encourages employees to identify with them and internalize their beliefs, values and assumptions.

58
Q

How are cultures sustained?

A

Selection

Top management (or founders)
Management as symbolic action
“Practice what they preach”

Socialization

59
Q

What are the 3 stages of a socialization process?

A

Pre arrival stage: recognizes that each individual arrives with a set of values, attitudes and expectations about both the work and the organization. Sees what it’s like to work there

Encounter stage: new employees sees what the organization is really like and confronts the possibility that expectations and reality may diverge. Starts working there

Metamorphosis stage: a new employee changes and adjusts to the job, work group and organization. Acclimates to culture

60
Q

Define ethical dilemmas

A

Situations in which there is a choice to be made between two options, neither of which resolves the situation in an ethically acceptable fashion.

61
Q

Understand the 3 ethical decision criteria

A

Utilitarianism: greatest good for the greatest number of people, “outcomes”

Rights: respecting and protecting the basic rights of individuals such as the right to privacy, free speech, and due process

Justice: requires individuals to impose and enforce rules fairly and impartially so there is an equitable distribution of benefits and costs

62
Q

Define stress:

A

An unpleasant psychological process that occurs in response to environmental pressures

Dynamic condition where person is confronted with an opportunity, constraint or demand related to what he/she desires and the outcome is perceived to be uncertain & important.

63
Q

Challenge stressors

A

Stressors associated with workload, pressure to complete tasks, and time urgency

64
Q

Hindrance stressors

A

Stressors that keep you from reaching your goals (red tape, office politics, confusion over job responsibilities)

65
Q

Identify the potential sources of stress (EOI)

A

Environmental: economic uncertainty, political uncertainty, technological change (Flooding)

Organizational factors: task demands, role demands, interpersonal demands (school stress)

Personal factors: family problems, economic problems, personality (health related, financial problems)

66
Q

Describe the consequences of stress (PPB)

A

Psychological: high anxiety, depression

Physiological: immune system drops, contributes to heart disease

Behavioral: performance, irritability, over eat/drink, retreat

67
Q

Why do people experience and handle stress differently?

A

Experiences, age, personality, part of who we are, social support system, perception, coping mechanisms

68
Q

Why is the topic of stress important to organizations?

A

Stress directly affects job performance

Absenteeism, tardiness

Understanding what people can handle

Affects those around you-stress can be contagious

69
Q

What is the relationship between stress and performance?

A

Positive relationship

Stress can affect decision making, health, performance

Range of negative implications.

70
Q

How can individuals manage stress?

A

Increased physical exercise
Relaxation training
Expanded social support networks

71
Q

How can organizations help with stress management?

A

Selection and placement decisions

Goal-setting

Redesigning jobs

Increasing employee involvement in decision making

Increasing formal organizational communication with employees

Support wellness programs that provide workshops to help people quit smoking, control alcohol use, lose weight, etc

72
Q

4 Functions of managers (POLC)

A

Planning
Organizing
Leading
Controlling

73
Q

3 Roles of managers (IID)

A

Interpersonal
Informational
Decisional

74
Q

3 Skills of managers (THC)

A

Technical
Human
Conceptual

75
Q

4 Activities of managers (TCHN)

A

Traditional management
Communication
Human resource management
Networking

76
Q

Define organizational behavior

A

Field of study that focuses on behavior & organizations.
Looks at people in workplace and their attitudes about jobs.
Looks at variables that influence job satisfaction

77
Q

To be an organization you must…

A

Have 2 or more people

Ongoing coordination

Purpose

78
Q

Systemic study is

A

Grounded in research

79
Q

Evidence-based management (and Big Data)

A

Big data is usually quantitative data

Manage people based on evidence and research, takes advantage of what we know

80
Q

Contributing disciplines:

A

Concepts from psychology, sociology, anthropology, social psychology…all put in the context of work

81
Q

Key dependent variables (outcomes)

A

Attitudes and Behaviors

  • Performance
  • Citizenship behavior
82
Q

Examples of withdrawal behaviors (outcomes)

A

Turnover, absenteeism, tardiness

83
Q

3 levels of independent variables (inputs and processes)

A

Individuals
Groups/teams
Organizations

84
Q

Identify the goals of science- “purpose of research”

A

Helps explain and predict what will happen. Can control and help organizations.

EXPLAIN
PREDICT
CONTROL

85
Q

What is correlation coefficient

A

Relationship, association

Measures strength of relationship.

Positive correlation: variables going in the same direction
Negative correlation: inverse direction, 1 up, 1 down.

1.0 stronger than.2, stronger than .7

86
Q

Formal bases of power include

A

Legitimate: based on position in organization

Reward: based on ability to distribute rewards

87
Q

List 9 power tactics

A 
Legitimacy
Rational persuasion 
Inspirational appeals
Coalition
Consultation 
Exchange
Personal appeals
Pressure
Ingratiation
88
Q

Describe initiating structure

A

The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment

89
Q

Describe consideration

A

The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas and regard for their feelings

90
Q

Employee oriented leader

A

Emphasizes interpersonal relationships by taking a personal interest in employees’ needs and accepting individual differences among them

91
Q

Production-oriented leader

A

Emphasizes technical or task aspects of jobs, focusing on accomplishing the group’s tasks.

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