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IO Exam > Lesson 15 - Leadership and Communication > Flashcards

Lesson 15 - Leadership and Communication Flashcards

1
Q

LEADERSHIP

A

Guidance of others in the pursuit of individual and collective goals, often by directing, coordinating, motivating, supporting, and unifying their efforts; also,the ability to lead others
* process of influencing others

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2
Q

Leader emergence

A

A part of trait theory that postulates that certain types of people will become leaders and certainty types will not

  • Leader Performance - better leaders
  • Leader emergence - become leaders
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3
Q

affective identity motivation

A

The motivation to lead as a result of a desire to be in charge and lead others

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4
Q

noncalculative motivation

A

Those who seek leadership positions because they will result in personal gain

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5
Q

social-normative evaluation

A

The desire to lead out of a sense of duty or responsibility

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6
Q

Leader Performance

A

A part of trait theory that **postulates that certain types of people will be better leaders **than will other types of people

  • Leader Performance - better leaders
  • Leader emergence - become leaders
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7
Q

Thematic Apperception Test (TAT) and Job Choice Exercise (JCE)

A

two examples of tests measuring an individual’s need for power, achievement and afilition

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8
Q

Theory Y leaders

A
  • Person-oriented leaders
  • act in a warm and supportive manner and show concern for their subordinate
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9
Q

Theory of Y Leaders

A
  • Task-centered leaders
  • leaders who define and structure their roles as well as the roles of their subordinates
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10
Q

Managerial Grid

A

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

  • Theory of Y Leadership
  • Team Leadership
  • Impoverished leadership
  • Theory of X Leadership
  • Middle of the Road Leadership
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11
Q

Team Leadership

A

A leadership style in which the leader is concerned with both productivity and employee well-being.

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12
Q

Impoverished leadership

A

A style of leadership in which the leader is concerned with neither productivity nor the well-being of employees

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13
Q

Middle of the Road Leadership

A

A leadership style **reflecting a balanced orientation **between people and tasks

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14
Q

Leadership Opinion Questionnaire (LOQ)

A

A test used to measure a leader’s self perception of his or her leadership style

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15
Q

Leader Behavior Description Questionnaire (LBDQ)

A

test used to measure perceptions of a leader’s style by his or her subordinates

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16
Q

Fiedler’s Contingency Model

A
  • Fred Fiedler (1960s)
  • theory of leadership that states that leadership effectiveness is dependent on the interaction between the leader and the situation
  • developed the Least Preferred Coworker (LPC) Scale
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17
Q

Least Preferred Coworker (LPC) Scale

A

A test used in conjunction with Fiedler’s contingency model to reveal leadership style and effectiveness. Low-scoring LPC leaders tend to be task oriented, whereas highscoring LPC leaders tend to be more concerned with interpersonal relations

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18
Q

Fiedler’s contingency model

Task structuredness

A

The variable in Fiedler’s contingency model that refers to the extent to which tasks have clear goals and problems can be solved

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19
Q

Fiedler’s contingency model

Leader position power

A

The variable in Fiedler’s contingency model that refers to the extent to which a leader, by the nature of his or her position, has the power to reward and punish subordinates.

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20
Q

Fiedler’s contingency model

Leader–member relations

A

The variable in Fiedler’s contingency model that refers to the extent to which subordinates like a leader

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21
Q

Leader Match

A

training program that teaches leaders how to change situations to match their leadership styles

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22
Q

IMPACT theory

A
  • Developed by Geier, Downey and Johnson
  • theory of leadership that states that there are six styles of leadership (informational, magnetic, position,affiliation, coercive, and tactical) and that each style will be effective only in one of six organizational climates
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23
Q

style of Leadership

**Informational style **

A

leader leads through knowledge and information; most effective in a climate of ignorance (An organizational climate in which important information is not available)

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24
Q

Magnetic style

A

A style of leadership in which the leader has influence because of his or her charismatic personality; most effective in a climate of despair (An organizational climate characterized by low morale)

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25
Q

Position style

A

A leadership style in which the leaders influence others by virtue of their appointed or elected authority; most effective in a climate of instability (An organizational climate in which people are not sure what to do)

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26
Q

Affiliation style

A

A leadership style in which the individual leads by caring about others and that is most effective in a climate of anxiety (An organizational climate in which worry predominates)

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27
Q

Coercive style

A

A leadership style in which the individual leads by controlling reward and punishment; most effective in a climate of crisis (A critical time or climate for an organization in which the outcome to a decision has extreme consequences)

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28
Q

Tactical style

A

A leadership style in which a person leads through organization and strategy; most effective in a climate of disorganization (A climate in which the organization has the necessary knowledge and resources but does not know how to efficiently use the knowledge or the resources

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29
Q

Path Goal Theory

A

A theory of leadership stating that leaders will be effective if their behavior helps subordinates achieve relevant goals

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30
Q

Four Leadership Styles

A

1. Instrumental Style - In the path–goal theory, a leadership style in which the leader plans and organizes the activities of employees.
2. Supportive style - In the path–goal theory, a leadership style in which leaders show concern for their employees
3. Participative style - In the path–goal theory, a leadership style in which the leader allows employees to participate in decisions
4. Achievement-oriented style - In the path–goal theory, a leadership style in which the leader sets challenging goals and rewards achievement

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31
Q

Situational Leadership Theory

A
  • Hersey and Blanchard (1988)
  • theory of leadership stating that effective leaders must adapt their style of leadership to fit both the situation and the followers
  • a leader typically uses one of **four behavioral styles: ** delegating, directing, supporting, or coaching
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32
Q

Leader-member exchange (LMX) theory

A

A leadership theory that focuses on the interaction between leaders and subordinates

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33
Q

Vertical dyad linkage (VDL) theory

A

A leadership theory that concentrates on the interaction between the leader and his or her subordinates.

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34
Q

COMMUNICATION

A

It is the social process in which two or more parties exchange information and share meaning

35
Q

Upward Communication

A

Communication within an organization in which the direction of communication is from employees up to management.

36
Q

Serial Communication

A

Communication passed consecutively from one person to another

37
Q

Attitude Surveys

A

A form of upward communication in which a survey is conducted to determine employee attitudes about an organization.

38
Q

Focus Groups

A

an outside consultant meets with groups of current employees to get their opinions and suggestion

39
Q

Exit Interviews

A

conducted to the employees who are leaving the organization in order to find out the “real” reason of their exit

40
Q

Suggestion boxes

A

A form of upward communication in which employees are asked to place their suggestions in a box

41
Q

Complaint boxes

A

A form of upward communication in which employees are asked to place their **complaints in a box **

42
Q

Third-party Facilitators

A

another method of upward communication
* Liason
* Ombudsperson
* Union steward

43
Q

Liason

A

A person who acts as an intermediary between employees and management, or the type of employee who both sends and receives most grapevine information

44
Q

Ombudsperson

A

A person who investigates employees’ complaints and solves problems

45
Q

Union steward

A

An employee who serves as a liaison between unionized employees and management

46
Q

Downward Communication

A

Communication within an organization in which the direction of communication is from management to employees. Downward communication may take the form of: bulletin boards; policy manuals, newsletters; intranet

47
Q

Bulletin Boards

A

A method of downward communication in which informal or relatively unimportant written information is posted in a public place

48
Q

Policy Manuals

A

A formal method of downward communication in which an organization’s rules and procedures are placed in a manual; legally binding by courts of law

49
Q

Newsletters

A

A method of downward communication typically used to communicate organizational feedback and celebrate employee success.

50
Q

Intranet

A

A computer-based employee communication network used exclusively by one organization

51
Q

Informal Communication

A

Communication among employees in an organization that is not directly related to the completion of an organizational task. An informal information can be transmitted through a grapvine.

52
Q

Grapevine

A

it is a term used back during the civil war which refers to an informal communication network.

Types of grapevine:
1. Single-strand grapevine
2. Gossip grapevine
3. Probability grapevine
4. Cluster grapevine

53
Q

Single-strand grapevine

A

A pattern of grapevine communication in which a message is passed in a chain-like fashion from one person to the next until the chain is broken

54
Q

Gossip grapevine

A

A pattern of grapevine communication in which a message is passed to only a select group of individuals.

55
Q

Probability grapevine

A

A pattern of grapevine communication in which a message is passed randomly among all employees

56
Q

Cluster grapevine

A

A pattern of grapevine communication in which a message is passed to a select group of people who each in turn pass the message to a few select others

57
Q

Isolates

A

An employee who receives less than half of all grapevine information

58
Q

Liasons

A

employees who both received most of the information and passed it on to others

59
Q

Dead-enders

A

were those who heard most of the information but seldom passed it on to other employees

60
Q

Gossips

A

Poorly substantiated information and insignificant information that is primarily about individuals

61
Q

Rumors

A

Poorly substantiated information that is passed along the grapevine

62
Q

Interpersonal Communication

A

It involves the exchange of a message across a communication channel from one person to another

63
Q

Intimacy Zones

A

A distance zone within 18 inches of a person, where only people with a close relationship to the person are allowed to enter

64
Q

Personal Distance Zone

A

A distance zone from 18 inches to 4 feet from a person that is usually reserved for friends and acquaintances

65
Q

Social Distance Zone

A

An interpersonal distance from 4 to 12 feet from a person that is typically used for business and for interacting with strangers.

66
Q

Public Distance Zone

A

Distance greater than 12 feet from a person that is typical of the interpersonal space allowed for social interactions such as large group lectures

67
Q

Paralanguage

A

Communication inferred from the tone, tempo, volume, and rate of speech

68
Q

Use of artifacts

A

The things people surround themselves with (clothes, jewelry, office decorations, cars, etc.) that communicate information about the person

69
Q

Leveled information

A

Describes a message from which unimportant informational details have been removed before the message is passed from one person to another

70
Q

Sharpened information

A

Describes a message in which interesting and unusual information has been kept in the message when it is passed from one person to another

71
Q

Assimilated information

A

A description of a message in which the information has been modified to fit the existing beliefs and knowledge of the person sending the message before it is passed on to another person

72
Q

Omission

A

A response to communication overload that involves the conscious decision not to process certain types of information

73
Q

Errors

A

Deviation from a standard of quality

74
Q

Queing

A

A method of coping with communication overload that involves organizing work into an order in which it will be handled.

75
Q

Escape

A

A response to communication overload in which the employee leaves the organization to reduce the stress

76
Q

Use of gatekeeper

A

A person who screens potential communication for someone else and allows only the most important information to pass through

77
Q

Use of multiple channels

A

A strategy for coping with communication overload in which an organization reduces the amount of communication going to one person by directing some of it to another person

78
Q

Leisure listening

A

The listening style of a person who cares about only interesting information

79
Q

Inclusive listening

A

The listening style of a person who cares about only the main points of a communication

80
Q

Stylistic listening

A

The listening style of a person who pays attention mainly to the way in which words are spoken.

81
Q

Technical listening

A

The listening style of a person who cares about only facts and details

82
Q

Empathic listening

A

The listening style of a person who cares primarily about the feelings of the speaker

83
Q

Nonconforming listening

A

The listening style of a person who cares about only information that is consistent with his or her way of thinking

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