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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
Attribution theory of leadership
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.
26
Substitutes and neutralizers to leadership
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.
27
Online leadership
"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.
28
Define Power
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
29
Coercive power
Based on fear of the negative results from failing to comply.
30
Expert power
Based on special skills or knowledge
31
Referent power
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"
32
3 characteristics of resources which create dependency
Importance Scarcity Non substitutability Resources can be tangible- money, oil Intangible- skills, knowledge
33
Define power tactics
Ways in which individuals translate power bases into specific actions. (9)
34
List first 3 power tactics (LRIa)
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
35
List 2nd 3 power tactics (CEP)
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
36
List last 3 power tactics (IPC)
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
37
Define political skill
The ability to influence others in such a way as to enhance one's own objectives
38
Explain how power contributes to sexual harassment
Abuse of power
39
Examples of illegitimate behavior
Sabotaging workplace, bribing
40
Examples of legitimate behavior
Favors
41
Individual factors that influence political power
``` High self-monitors Internal locus of control High Mach personality Organizational investment Perceived job alternatives Expectations of success ```
42
Organizational factors that influence political power
``` 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
Describe how employees may respond to organizational politics
Decreased job satisfaction Increased anxiety and stress Increased turnover Reduced performance
44
Describe impression management (IM)
The process by which individuals attempt to control the impression others form of them Trying to create impression that others have about you.
45
Identify 1st 4 techniques of impression management (CAFE)
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
Identify 2nd 4 techniques of impression management (FEES)
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
Define organizational culture
"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
Describe dominant culture
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
Describe subcultures
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
Describe core values
What are the main things the organization values The primary or dominant values that are accepted throughout the organization Gives organization distinct personality
51
Describe and give examples of strong cultures
A culture in which the core values are intensely held and widely shared. Should reduce employee turnover "Customer is always right"
52
Discuss the benefits of a strong organizational culture (culture vs. formalization)
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
Describe the functions of a culture
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
Describe 4 additional possible positive implications of a culture
Creates climate Ethical dimension of culture Culture and innovation Culture as an asset
55
Discuss the dysfunctional aspects of culture (culture as a liability)
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
How do employees learn about culture?
Stories Rituals Material symbols Language
57
How are cultures created?
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
How are cultures sustained?
Selection Top management (or founders) Management as symbolic action "Practice what they preach" Socialization
59
What are the 3 stages of a socialization process?
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
Define ethical dilemmas
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
Understand the 3 ethical decision criteria
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
Define stress:
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
Challenge stressors
Stressors associated with workload, pressure to complete tasks, and time urgency
64
Hindrance stressors
Stressors that keep you from reaching your goals (red tape, office politics, confusion over job responsibilities)
65
Identify the potential sources of stress (EOI)
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
Describe the consequences of stress (PPB)
Psychological: high anxiety, depression Physiological: immune system drops, contributes to heart disease Behavioral: performance, irritability, over eat/drink, retreat
67
Why do people experience and handle stress differently?
Experiences, age, personality, part of who we are, social support system, perception, coping mechanisms
68
Why is the topic of stress important to organizations?
Stress directly affects job performance Absenteeism, tardiness Understanding what people can handle Affects those around you-stress can be contagious
69
What is the relationship between stress and performance?
Positive relationship Stress can affect decision making, health, performance Range of negative implications.
70
How can individuals manage stress?
Increased physical exercise Relaxation training Expanded social support networks
71
How can organizations help with stress management?
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
4 Functions of managers (POLC)
Planning Organizing Leading Controlling
73
3 Roles of managers (IID)
Interpersonal Informational Decisional
74
3 Skills of managers (THC)
Technical Human Conceptual
75
4 Activities of managers (TCHN)
Traditional management Communication Human resource management Networking
76
Define organizational behavior
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
To be an organization you must...
Have 2 or more people Ongoing coordination Purpose
78
Systemic study is
Grounded in research
79
Evidence-based management (and Big Data)
Big data is usually quantitative data | Manage people based on evidence and research, takes advantage of what we know
80
Contributing disciplines:
Concepts from psychology, sociology, anthropology, social psychology...all put in the context of work
81
Key dependent variables (outcomes)
Attitudes and Behaviors - Performance - Citizenship behavior
82
Examples of withdrawal behaviors (outcomes)
Turnover, absenteeism, tardiness
83
3 levels of independent variables (inputs and processes)
Individuals Groups/teams Organizations
84
Identify the goals of science- "purpose of research"
Helps explain and predict what will happen. Can control and help organizations. EXPLAIN PREDICT CONTROL
85
What is correlation coefficient
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
Formal bases of power include
Legitimate: based on position in organization Reward: based on ability to distribute rewards
87
List 9 power tactics
``` Legitimacy Rational persuasion Inspirational appeals Coalition Consultation Exchange Personal appeals Pressure Ingratiation ```
88
Describe initiating structure
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
Describe consideration
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
Employee oriented leader
Emphasizes interpersonal relationships by taking a personal interest in employees' needs and accepting individual differences among them
91
Production-oriented leader
Emphasizes technical or task aspects of jobs, focusing on accomplishing the group's tasks.

HROB (3 decks)

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