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Groups and Leadership Flashcards

Problem 7

1
Q

group

A

two or more people who share a common definition and evaluation of themselves and behave in accordance with such a definition

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2
Q

entitativity

A

the property of a group that makes it seem like a coherent, distinct and unitary entity

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3
Q

common-bond groups

A

groups based upon attachment among members, personal goals

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4
Q

common-identity groups

A

groups based on direct attachment to the group, group goals

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5
Q

social aggregates

A

collections of unrelated individuals –> not groups at all

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6
Q

intergroup behavior

A

behavior among individuals that is regulated by those individuals’ awareness of and identification with different social groups

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7
Q

social facilitation

A

GROUP EFFECTS ON INDIVIDUAL PERFORMANCE
an improvement in the performance of well-learnt, easy tasks and a deterioration in the performance of poorly learnt, difficult tasks in the mere presence of members of the same species

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8
Q

mere presence

A

GROUP EFFECTS ON INDIVIDUAL PERFORMANCE

refers to an entirely passive and unresponsive audience that is only physically present

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9
Q

audience effects

A

GROUP EFFECTS ON INDIVIDUAL PERFORMANCE

impact of the presence of others on individual task performance

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10
Q

drive theory

A

GROUP EFFECTS ON INDIVIDUAL PERFORMANCE
Zajonc’s theory that the physical presence of members of the same species instinctively causes arousal that motivates performance of habitual behavior patterns

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11
Q

evaluation apprehension model

A

GROUP EFFECTS ON INDIVIDUAL PERFORMANCE
the argument that the physical presence of members of the same species causes drive because people have learnt to be apprehensive about being evaluated

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12
Q

distraction-conflict theory

A

GROUP EFFECTS ON INDIVIDUAL PERFORMANCE
physical presence of members of the same species is distracting and produces conflict between attending to the task and attending to the audience

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13
Q

self-awareness theory

A

EXPLANATIONS OF SOCIAL FACILITATION
when people focus their attention on themselves as an object, they make comparisons between their actual self (their actual task performance) and their ideal self (how they would like to perform)

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14
Q

self-discrepancy theory

A

EXPLANATIONS OF SOCIAL FACILITATION
discrepancy between actual and ideal self increases motivation and effort to bring actual into line with ideal, on easy tasks, performance improves

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15
Q

self-presentation

A

EXPLANATIONS OF SOCIAL FACILITATION

make the best possible impression of themselves to others

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16
Q

attentional consequences

A

EXPLANATIONS OF SOCIAL FACILITATION

people narrow the focus of their attention when they experience attentional overload

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17
Q

task taxonomy

A

EXPLANATIONS OF SOCIAL FACILITATION
group tasks can be classified according to whether a division of labour is possible; whether there is a predetermined standard to be met; and how an individual’s inputs can contribute

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18
Q

process loss

A

EXPLANATIONS OF SOCIAL FACILITATION
deterioration of group performance in comparison to individual performance due to the whole range of possible interferences among members

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19
Q

coordination loss

A

EXPLANATIONS OF SOCIAL FACILITATION

deterioration in group performance compared with individual performance due to problems in coordinating behavior

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20
Q

Ringelmann effect

A

EXPLANATIONS OF SOCIAL FACILITATION
individual effort on a task diminishes as group size increases
–> Coordination loss (tendency for people to pull slightly against one another, participants were prevented from attaining their full potential)
–> Motivation loss (participants were less motivated; they simply did not try so hard)

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21
Q

free-rider effect

A

EXPLANATIONS OF SOCIAL FACILITATION
gaining the benefits of group membership by avoiding costly obligations of membership and by allowing other members to incur those costs

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22
Q

social loafing

A

EXPLANATIONS OF SOCIAL FACILITATION
reduction in individual effort when working on a collective task (in which our outputs are pooled with those of other group members) compared with working either alone or coactively (our outputs are not pooled)

  • -> Output equity: we believe that others loaf; to maintain equity and to avoid being a “sucker” we loaf
  • -> Evaluation apprehension: we worry about bing evaluated by others; when we are anonymous and can’t be identified, we hang back and loaf
  • -> Matching to standard: we don’t have a clear sense of the group’s standards to norms, so we hang back and loaf; presence of a clear personal, social or group performance standard should reduce loafing
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23
Q

social impact

A

EXPLANATIONS OF SOCIAL FACILITATION
effect that other people have on our attitudes and behavior, usually as a consequence of factors such as group size, and temporal and physical immediacy

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24
Q

social compensation

A

EXPLANATIONS OF SOCIAL FACILITATION
increased effort on a collective task to compensate for other group members’ actual, perceived or anticipated lack of effort or ability
–> when members believe and expect that the group will be effective in achieving important goals
–> when people place greater value on groups than on individuals
–> when group is highly salient

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25
cohesiveness
GROUP COHESIVENESS the property of a group that affectively binds people, as groups members, to one another and to the group as a whole, giving the group a sense of solidarity and oneness --> groups with extremely low levels of cohesiveness are hardly groups at all
26
personal attraction
GROUP COHESIVENESS | liking for someone based on idiosyncratic preferences and interpersonal relationships
27
social attraction
GROUP COHESIVENESS | liking for someone based on common group membership and determined by the person's prototypicality of the group
28
group socialization
GROUP SOCIALIZATION dynamic relationship between the group and its members with changing roles; evaluation --> commitment --> role transition
29
initiation rites
GROUP COHESIVENESS often painful or embarrassing public procedure to mark group members' movements from one role to another; maybe cognitive dissonance --> I underwent painful experience to join this group BUT some aspects of this group are not that great
30
norms
GROUP COHESIVENESS attitudinal and behavioral uniformities that define group membership and differentiate between groups; closely related to norms; resistant to change, function is to provide stability and predictability
31
morals
GROUP COHESIVENESS serve a social function for communities of people who live together in groups; ideas about what is the "right" way to behave may vary, depending on the cultural, religious or political context which this is defined --> can unit and divide us
32
group structure
GROUP STRUCTURE | division of a group into different roles that often differ with respect to status and prestige
33
status
GROUP STRUCTURE consensual evaluation of the prestige of a role or role occupant in a group, or of the prestige of a group and its members as a whole
34
expectation states theory
GROUP STRUCTURE | theory of the emergence of roles as a consequence of people's status-based expectations about others' performance
35
specific status characteristics
GROUP STRUCTURE | information about those abilities of a person that are directly relevant to the group's task
36
diffuse status characteristics
GROUP STRUCTURE Information about a person's abilities that are only indirectly relevant to the group's task, and derive mainly from large-scale category memberships outside the group
37
communication network
GROUP STRUCTURE | set of rules governing the possibility or ease of communication between different roles in a group
38
peripheral members
GROUP STRUCTURE dependent on the hub for regulation & flow of information --> less power in the group, can feel restricted and dependent
39
central members
GROUP STRUCTURE having more power, feeing like a key person --> greater sense of autonomy and satisfaction
40
schism
GROUP STRUCTURE | division of a group into subgroups that differ in their attitudes, values or ideology
41
terror management theory
WHY JOINING? the notion that the most fundamental human motivation is to reduce the terror of the inevitability of death; self-esteem may be centrally implicated in effective terror management
42
uncertainty-identity theory
WHY JOINING? to reduce uncertainty and to feel more comfortable about who they are, people choose to identify with groups that are distinctive, are clearly defined and have consensual norms
43
social ostracism
WHY NOT JOINING? exclusion from a group by common consent --> social pain, lack of meaningful existence, cause aggression
44
leadership
LEADERS AND GROUP DECISIONS | getting group members to achieve the group's goals
45
great person theory
LEADERS AND GROUP DECISIONS | perspective on leadership that attributes effective leadership to innate or acquired individual characteristics
46
Big Five
LEADERS AND GROUP DECISIONS the five major personality dimensions of extraversion/surgency, agreeableness, conscientiousness, emotional stability and intellect/openness to experience
47
autocratic leaders
LEADERS AND GROUP DECISIONS | use a style based on giving orders to followers
48
democratic leaders
LEADERS AND GROUP DECISIONS | use a style based on consultation and obtaining agreement
49
laissez-faire leaders
LEADERS AND GROUP DECISIONS | use a style based on disinterest in followers
50
contingency theories
LEADERS AND GROUP DECISIONS theories of leadership that consider the leadership effectiveness of particular behaviors or behavioral styles to be contingent in the nature of the leadership situation
51
situational control
LEADERS AND GROUP DECISIONS | Fiedler's classification of task characteristics in terms of how much control effective task performance requires
52
normative decision theory
LEADERS AND GROUP DECISIONS contingency theory of leadership that focuses on the effectiveness of different leadership styles in group and decision-making contexts
53
path-goal theory
LEADERS AND GROUP DECISIONS contingency theory of leadership that focuses on how "structuring" (task related) and "consideration" (emotional, personal needs) behaviors motivate followers
54
transactional leadership
LEADERS AND GROUP DECISIONS approach to leadership that focuses on the transaction f resources between leader and followers ; also style of leadership
55
transformational leadership
LEADERS AND GROUP DECISIONS approach to leadership that focuses on the way that leaders transform group goals & actions; mainly through the exercise of charisma; style of leadership based on charisma
56
idiosyncrasy credit
Hollander's transactional theory, in which followers reward leaders for achieving group goals by allowing them to be relatively idiosyncratic
57
leader-member exchange (LMX)
LEADERS AND GROUP DECISIONS theory of leadership in which effective leadership is the ability of the leader to develop good-quality personalized exchange relationships with individual members
58
charismatic leadership
LEADERS AND GROUP DECISIONS | leadership style based upon the leader's (perceived) possession of charisma
59
leader categorization theory
LEADERS AND GROUP DECISIONS we have a variety of schemas about how different types of leaders behave in different leadership situations; when a leader is categorized as a particular type of leader, the schema fills in details about how that leader will behave
60
status characteristics theory
LEADERS AND GROUP DECISIONS theory of influence in groups that attributes greater influence to those who possess relevant characteristics and characteristics of a high-status group in society
61
group value model
LEADERS AND GROUP DECISIONS procedural justice within groups makes members feel valued, leads to enhanced commitment to and identification with the group
62
relational model of authority in groups
Tyler's account of how effective authority in groups rests upon fairness- and justice based relations between leader and followers
63
distributive justice
fairness of the outcome of a decision
64
procedural justice
fairness of the procedures used to make a decision
65
social dilemmas
situations in which short-term personal gain is at odds with the longterm good of the group
66
role congruity theory
LEADERS AND GROUP DECISIONS mainly applied to the gender gap in leadership; because social stereotypes of women are inconsistent with people's schemas of effective leadership, women are evaluated as poor leaders
67
social decision schemes
GROUP DECISION-MAKING | explicit or implicit decision-making rules that relate individual opinions to a final group decision
68
social transition scheme
GROUP DECISION-MAKING | method of charting incremental changes in member opinions as a group moves towards a final decision
69
transactive memory
GROUP DECISION-MAKING | group members have a shared memory for who within the group remembers what and is the expert on what
70
group mind
GROUP DECISION-MAKING | people adopt a qualitatively different mode of thinking when in a group
71
groupthink
GROUP DECISION-MAKING mode of thinking in highly cohesive groups in which the desire to reach unanimous agreement overrides the motivation to adopt proper rational decision-making procedures
72
risky shift
GROUP DECISION-MAKING tendency for group discussion to produce group decisions that are more risky than the mean of members' pre-discussion opinions, in the direction favored by the mean
73
persuasive arguments theory
GROUP DECISION-MAKING people in groups are persuaded by novel information that supports their initial position & become more extreme in their endorsement of their initial position
74
cultural values theory
GROUP DECISION-MAKING people in groups use members' opinions about the position valued in the wider culture, and then adjust their views in that direction for social approval reasons

Social Behavior (9 decks)

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