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Industrial Psychology > LEADERSHIP > Flashcards

LEADERSHIP Flashcards

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1
Q

involves influencing the attitudes, beliefs, behaviors, and feelings of other people

A

leadership

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2
Q

An organization assigns the role of leader (e.g., manager or supervisor) to a person

A

formal leader

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3
Q

Developed through interaction with colleagues (e.g., asking for guidance)

A

informal leader

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4
Q

the extent to which one person
can influence another to do something

A

power

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5
Q

based on the
knowledge and expertise that
the supervisor has

A

expert power

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6
Q

the extent to which the subordinate likes and identifies with the supervisor.

A

referent power

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7
Q

the power inherent in a supervisor’s job title

A

legitimate power

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8
Q

the ability of the supervisor to reward subordinates

A

reward power

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9
Q

the ability of the supervisor to punish subordinates

A

coercive power

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10
Q

the process by which people
gain and protect their power within the organization

A

political action

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11
Q

involves
controlling and influencing important decisions
in the organization, such as the allocation of
resources.

A

Controlling Decision Processes

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12
Q

means entering into
agreements with others to support your position
in return for your support of the others’ position.

A

Forming Coalitions

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13
Q

involves trying to diffuse another
faction’s opposition by allowing its members to
participate in the decision

A

co-opting

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14
Q

he extent to which a person is
able to influence others to engage in behavior that is beneficial to that person or to the organization

A

political skill

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15
Q

the ability to
understand people and social situations.

A

social astuteness

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16
Q

the skill of convincing other people to engage in the behavior desired or to accept a particular position.

A

Interpersonal Influence

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17
Q

involves developing relationships with a wide range of individuals and managing those relationships to accomplish objectives

A

Networking Ability

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18
Q

the skill of appearing to be or really being honest, open, and trustworthy.

A

Apparent Sincerity

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19
Q

Refers to the unique traits or characteristics of
individuals who became leaders

A

leadership emergence

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20
Q

Are also known as Theory Y Leaders

A

Person Oriented Leaders

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21
Q

Are also known as Theory X Leaders

A

Task Oriented Leaders

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22
Q

High in consideration, acts in a warm and supportive manner, by showing concerns for their subordinates

A

Person Oriented Leaders

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23
Q

High in initiating structure, defines and structure
their own and subordinates roles to attain the formal goals

A

Task Oriented Leaders

24
Q

A measure of leadership that classifies leader
into one of five leadership styles

A

Blake and Mouton’s Managerial Grid

25
Q

considered as the best team leaders and
are both task and person oriented

A

team management leaders

26
Q

considered as the worst since they are neither task nor person oriented

A

Impoverished Leaders

27
Q

these are leaders with moderate amounts of both person and task orientation

A

Middle-of-the-Road Leaders

28
Q

they have low
concern for production, but high
concern for people

A

country club leaders

29
Q

they have a
high concern for production, but low concern for people

A

Authority-Compliance

30
Q

used to measure a leader’s self
perception of their leadership style

A

Leadership Opinion Questionnaire
(LOQ)

31
Q

used to measure perceptions of a leader’s style by their subordinates

A

Leader Behavior Description
Questionnaire (LBDQ)

32
Q

concerned with what leaders do rather than what their personal characteristics might be

A

leader behavior approach

33
Q

a cluster of related
behaviors that represent an approach to dealing
with subordinate

A

leadership style

34
Q

a style of asking advice
and having discussions about issue

A

participative

35
Q

a style in which subordinates are given little input, and the decision is announced to the group

A

autocratic

36
Q

a style where the
leader focuses on a task-oriented
behaviors

A

transactional

37
Q

a style in which
the leader changes the nature and goals of an organization

A

transformational

38
Q

Effective leaders have a clear ___ for the organization’s future and guide their teams toward that goal.

A

vision

39
Q

states that
leadership is a function of both the person and
the situation.

A

Fiddler’s Contingency Theory

40
Q
  • focused on achieving
    goals
A

task oriented

41
Q

focused on
building strong team dynamics

A

relationship oriented

42
Q

score indicates a
relationship-oriented leader,

A

high LPC

43
Q

score suggests a task-oriented
leader

A

low LPC

44
Q

the level of trust and respect between the leader and the team.

A

Leader-member Relations

45
Q
  • the degree of authority
    the leader has to reward or punish
A

position power

46
Q

Focuses on how leaders motivate their followers
to achieve goals by clarifying the path to success
and removing obstacles.

A

path goal theory

47
Q

involves showing
concern for the needs and welfare of subordinates

A

supportive style

48
Q

involves structuring job
tasks for subordinates and letting them know what is expected

A

directive style

49
Q

involves seeking
input from subordinates and allowing
them to participate in decision making.

A

participative style

50
Q

involves emphasizing achievement and good performance

A

achievement style

51
Q

Focuses on the relationship between leaders and
individual followers, emphasizing that leaders
do not treat all team members the same

A

Leader-Member Exchange (LMX)
Theory

52
Q

Consists of subordinates who
are trusted and influential
members of the work group

A

Cadre (In-group)

53
Q

Subordinates who are
supervised with a directive style
and are given little input into
decisions

A

Hired Hands (Out-Group)

54
Q

have considerable and
unusual influence over their followers.

A

charismatic leaders

55
Q

are who lead by
inspiring others to adopt high goals and strive to
achieve them.

A

transformational leaders

Industrial Psychology (1 decks)

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