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MGT 3023 > Influence,power,leadership(final) > Flashcards

Influence,power,leadership(final) Flashcards

1
Q

What is influence?

A

-having an impact on perceptions, emotions, attitudes and behaviors of others.

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2
Q

What different types of influence are there?

A
  • upward, lateral, downward.

- frequently agents of influence become targets of influence and vice versa.

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3
Q

Describe commitment as it relates to influency.

A

-target person agrees internally with an action or decision, is enthusiastic about it, and likely to exercise initiative and demonstrate unusual effort and persistence in order to carry out the request successfully.

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4
Q

Describe compliance as it relates to influence.

A
  • target person carrioes out the requested action but is apathetic about it.
  • less effective than commitment.
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5
Q

Describe resistance as it relates do influence.

A

-targer person is opposed to request action.

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6
Q

What are soft influence tactics?

A

-consultation, inspirational appeals, rational persuasion, ingratiaton, personal appeals, and exchange.

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7
Q

What are hard influence tactics?

A

-coalition tactics, legitimating, and pressure.

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8
Q

What tactics are most effective at increasing commitment?

A
  • consultation and inspirational appeals.
  • any tactic in combination with rational persuasion is better than any soft tactic, hard tactic or rational persuasion alone.
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9
Q

What tactics are moderatley effective

A
  • rational persuasion, ingratiation, personal appeals and exchange.
  • rational persuasion more effective with evidence.
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10
Q

What tactics are least effective

A

-coalition, legitimating, and pressure.

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11
Q

Define power.

A

-agent’s potential capacity to influence behaviors and attitudes of a target person.

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12
Q

What are some bases for power?

A

-reward, coercive, legitimate, expert, referent.

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13
Q

Define leadership.

A

the process of influencing others to understand and agree about what needs to be done and how to do it and the process of facilitating individual and collective efforts to accomplish shared objectives.

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14
Q

What are the two key components of leadership?

A

-identifying objectives and influencing others to achieve those goals(mobilizing/motivating)

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15
Q

Who are formal leaders?

A

-designated leaders, people in formal leadership positions, have formal job authority.

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16
Q

Who are informal leaders?

A

-have no formal job authority, their ability to influence others often stems from some special skills or talents they possess.

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17
Q

Discuss leader vs. manager/supervisor.

A
  • manager and supervisor are job titles.

- leadership is not always enacted by managers and supervisors.

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18
Q

What is leaser emergence?

A

-who is most likely to become a leader?

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19
Q

What is leader effectiveness?

A

-who is more likely to be effective as a leader.

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20
Q

Who are most likely to emerge as leaders?

A

-extraverted, conscientious, open to experience, and disagreeable individuals.

21
Q

What are motivations to lead?

A
  • affective identity: desire to control.
  • instrumental motive: personal benefits with being a leader.
  • social-mormative: unselfish leading is a duty and an honor.
22
Q

Who are likely to be effective?

A

-extraverted leaders, open to experience, along with behaviors, context, and followers.

23
Q

What are the two centers of behavioral leadership research?

A
  • Ohio State University

- University of Michigan.

24
Q

What did OSU studies find?

A

-consideration and initiating structure.

25
Q

What did University of Michigan studies find?

A
  • task-oriented behavior(equivalent of initiating structure)
  • relations-oriented behavior(consideration)
  • participative behavior.
26
Q

What is consideration strongly related to?

A

-subordinates’ satisfaction with leader, job satisfaction, motivation, and perceived leader effectiveness.

27
Q

What is inititating structure strongly related to?

A

-job performance.

28
Q

What is transactional leadership?

A

-provide incentives to encourage desired behaviors and trading for compliance(economic exchanges).

29
Q

What is transformational leadership?

A
  • motivate followers to achieve goals that go above and beyond their immediate self-interst by appealing to their nobler motives.
  • transforming followers into their “better selves”.
  • breaking framework, questioning old assumptions.
30
Q

What is the full range theory of leadership

A
  • transformational is at the top and most effective.
  • contingent reward, active management by exception and passive management by exception follow and are transactional.
  • laissez-faire is last.
31
Q

What behaviors does transformational leadership include?

A

-idealized influence(charisma), inspirational motivation, intellectual stimulation, individualized consideration.

32
Q

What behaviors does transactional leadership include?

A

-contingent reward, active management by exception, and passive management by exception.

33
Q

Describe laissez-faire leadership.

A
  • failing to get involved even when important issues arise.

- frequently considered teh absence of leadership.

34
Q

What is the most effecitve leadership style?

A
  • transformational leadership: positive effect on follower’s job satisfaction, motivation, and performance.
  • followed closely by transactional leadership.
  • Laissez-faire leadership: negatively associated with these outcomes.
35
Q

Describe the Vroom-Yetton model of contingent leadership.

A
  • prescriptive: provides guidelines for using participative leadership style.
  • received strongest support.
  • success rate 62% when model was used as opposed to 37% when going against the model.
36
Q

Describe the two types of Vroom-Yetton matrices.

A
  • time driven: if you have to make a decision under time constraints.
  • development-driven: have sufficient time and want to invest in the development of the group.
37
Q

Describe the Leadership member exchange theory.

A
  • outgroup members: low-quality relationships that are based on economic exchange.
  • ingroup members: high quality relationships that are based on the social exchanges.
38
Q

Describe the first stage of LMX development

A
  • role-finding: a subordinate fulfiless contract-prescribed duties and does not go beyond the boundaries of his/her rol.
  • economic exchanges.
  • influence in one direction (L to S)
39
Q

Describe second stage of LMX development.

A
  • role-making: a subordinate expands the boundaries of his/her role at work.
  • social exchanges start developing at this stage.
  • a subordinate attempts to influence his/her leader.
  • if successful, move to the third stage.
40
Q

Describe third stage of LMX development.

A
  • Role implementation: leader member relationship goes beyond the contract.
  • subordinate volunteers to do extra work, leader delegates some of his/her responsibilties to subordinate and provide access to extra resources.
  • relationship is based on social exchange: mutual respect, trust, and obligation
41
Q

How do you develp higher LMX with leader?

A
  • perform role-prescribed duties with the highest-possible quality.
  • expand teh boundaries of your role as soon as possible.
42
Q

How do you develop higher quality LMX with your suboridnate?

A
  • reward good performance of role-prescribed duties ASAP.
  • reward initiative.
  • offer opportunites for role expansion.
43
Q

Describe the outcomes of LMX.

A

-leads to subordinates’ higher performance, higher job satisfaction, higher organizational commitment, higher OCB, lower turnover intentions.

44
Q

Describe the two components of destructive leadership.

A
  • destructive goals: distribute unsafe products to maximize sales.
  • destructive methods of influence to make subordinates achieve goals: threaten and humiliate subordinates to increase sales.
45
Q

What are the negative consequences of destructive leadership?

A

-CWB, stress, decreased job and life satisfaction, decreased OCB, decreased productivity, decreased creativity, financial costs.

46
Q

What are the two factors that make leaders destructive?

A
  • situations when leaders feel that they cannot achieve their personal goals(goal blockage) 60%.
  • some leaders are predisposed to behave destructively(manipulative, machiavellian), aggressive. 60-70%
47
Q

What can you do to prevent DL?

A
  • assess candidates’ personal goals and values,
  • assess how they would respond to goal blockage.
  • interviews
  • user personality test to assess “dark” personality traits.
48
Q

How can you prevent destrucitve leadership after selection?

A
  • establish safe complaint mechanisms for victims of abuse.
  • establish a corporate code of conduct.
  • adopt performance appraisals methods.
  • when desctructive leadership occurs restrict this leader’s autonomy in decision-making.

MGT 3023 (11 decks)

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