Leadership Flashcards
Define Organisational Behaviour
A field of study that investigates the impact that individuals, groups and structure have on behaviour within organisations, for th purpose of applying such knowledge toward improving an organisation’s effectiveness
What are the three levels in Human behaviour in organizations?
Organisational level
-culture
-change
Interpersonal and group-level
-leadership
-groups & teams
-power & influence
-conflict
Individual Level
-motivation
-perception
-personality
Describe and Define Maslow’s “Hierarchy of needs”
according to Maslow’s model, people have specific needs, which range from basic (lower-level needs) to more complex (higher-level needs)
[From Lower-Level to Higher-Level]
- Basic/Psysiological
(food/drink, sleep) - Safety
(order, security, predictability) - Social
(affection,closeness, belonging) - Self-Esteem
(Self-respect, reputation) - Self-actualization
(self-fulfillment, achievement of personal potential)
Describe and Define Herzberg’s “Two-Factor theory”
according to herzberg, there are two factors, reflecting two different types of needs.
- Hygiene factors and motivator factors
Hygiene Factors:
They cannot motivate people and do not lead to job satisfaction but lack of hygiene factors can cause job dissatisfaction
Extrinsic Factors (incentives that are external to the job itself)
-pay/reward
-work relationships
-working conditions
-status
-job security
-quality of supervision
-company policy
Motivator Factors:
These can motivate people and lead to job satisfaction, but lack of motivators does not cause job dissatisfaction
Intrinsic Factors (incentives that are internal to the job)
-Achievement
-Recognition
-Work Itself
-Responsability and autonomy
-Advancement
-Personal Growth/Development
-Promotion opportunities
Describe and Define McClelland’s “Theory of needs”
NEED FOR ACHIEVEMENT
The drive to excell and succeed and to achieve something in relation to a set of standards
-Successful in entreprenurial activities-
+ job requires high levels of performance
+ possibility to achieve something, and see tasks through from beginning to end
+ ability to set own criteria for work
+ Opportunities to be creative and innovative
NEED FOR POWER
The need to make others behave in a way in which they would not have to behave otherwise
-successful managers-
+ job is to bring out highest performance in others
+ Job entails keeping employees satisfied
+ Job entails setting employees’ tasks and keeping track of performance
+Job involves taking decisions that affect others
NEED FOR AFFILIATIONS
The desire for friendly and close interpersonal relationships
-successful in cooperative/collaborative jobs-
(least successful as a manger)
+ Possibility to work closely with co-workers
+ Possibility of maintaining good relationship
+ Opportunities to spend time with other colleagues
+ High sympaty for co-workers
Describe and Define Vroom’s “Expectancy Theory”
Motivational Force= Expectancy (E) * Instrumentality (I) * Valence (V)
Expectancy (E)
if is put a lot of effort into my work will i be able to attain a high level of performance/achieve good results?
Depends on:
-Necessary Swills, capacities (do i have the required skills to reach performance?)
-Necessary resources (am i provided with the necessary resources to reach performance?)
Instrumentality (I)
Subjective assessment of probability that certain amount of performance will lead to rewards
if i obtain good results and reach high performance level, will i receive rewards for this? Are rewards directly related to my performance?
Valence (V)
Subjective evaluation of desirability of rewards and whether they meet personal goals/needs (can i be positive, negative or neutral)
How much do i want the rewards? Is it worth the extra effort to obtain the rewards?
Describe and Define Locke & Latham: Goal-Setting
-Goals are a major source of motivation
-Goals lead people to put more effort into their work and consequently have a positive impact on performance
Goals need to be SMART:
Specific
Measurable
Attainable/Achievable
Realistic
Timely / Time-based
Self-efficancy (Bandura): perceived capability and confidence in own ability to achieve a certain outcome
Describe and Define Adam’s Equity Theory
- Lack of or insufficient extrinsic rewards
- Perceived Inequity:
- perceived unfairness in the allocation
of extrinsic rewards
According to this theory people compare their own outputs (rewards) relative to their inputs (efforts) with the outputs (relative to inputs) of relevant efforts
Perceived Equity:
Self output/input = Other output/Input
Perceived Inequity:
Self output/input < Other output/Input
Consequences:
- less effort into their work
- negative impact on performance
- quit their job
Describe Perception and stereotypes in organization
A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment
What are the factors that affect the Perceiver, in the Target and in the Situation?
Perceiver:
-attitudes
-motives
-interests
-experiences
-expectations
Target:
-novelty
-motion
-sounds
-size
-background
-proximity
-similarity
Situation:
-time
-work setting
-social setting
-cognitive
-load/distraction
Define and Describe Attribution Theory
People can use three sources of information when judging behaviour
Consensus:
Does person x behave the same as other people?
Low High
no one else other people also
behaves that behave that way
way
INTERNAL CAUSE EXTERNAL CAUSE
Distinctiveness:
Does person x behave the same in different situations?
Low High
also in other only in this situation
situation
INTERNAL CAUSE EXTERNAL CAUSE
Consistency:
Does person x behave the same way over time?
Low High
only this one time also on other occasions
EXTERNAL CAUSE INTERNAL CAUSE
What is the Fundamental Attribution Error (FAE)?
Occurs when:
-underestimate external factors & overestimate internal
-make internal attribution while ignoring possible external factors
What are the factors that create Biased impression formation?
Stereotyping:
Judging someone based on the perception of the group to which he/she belongs.
Halo Effect:
Forming a generalised favorable impression about someon based on a single positive characteristics.
Selective Perception:
Forming impressions based on selective attention. Fittering out information you don’t want to see.
Contrast Effects:
Forming an impression based on comparison with relevant others.
Projections:
Forming an impression by attributing own characteristics onto another person.
Describe Johari’s window
Matrix on 4 levels, vertical axis: unknown to Others, known to Others, horizontal axis: known to self, unknown to self
Explain how we can regulate emotions
Suppression: - not telling the team your emotions
Fully expressing: - telling the team your emotions without caring if it would hurt the team or not
Reappraisal: - Handling negative emotions in a way that is good for the team
Explain what are terminal and instrumental values
Terminal (final) - goals a person would like to achieve during a lifetime
Instrumental - Preferable modes of behavior
