Organizational Leadership (all) Flashcards

1
Q

Leadership Definition

A

influencing followers to achieve organizational objectives

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2
Q

5 elements of leadership

A

leaders - followers
organizational objectives
people
influence
change

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3
Q

leaders - followers

A

leadership is shared

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4
Q

influence

A

support and implement ideas through change

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5
Q

organization objectives

A

influence followers to achieve shared objectives

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6
Q

change

A

influencing and setting objectives

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7
Q

people

A

leading through relationships

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8
Q

3 managerial leadership skills

A

technical
interpersonal
decision making

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9
Q

technical skills

A

using techniques to perform a task

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10
Q

interpersonal skills

A

working well with others and developing effective relationships

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11
Q

decision making skills

A

selecting alternatives to perform a task and taking advantage of opportunities

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12
Q

managerial role categories

A

informational
interpersonal
decisional

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13
Q

interpersonal leadership roles

A

close relationships with others

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14
Q

informational leadership roles

A

gathering information before spreading it

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15
Q

decisional leadership roles

A

resource allocator and entrepreneur

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16
Q

levels of analysis of leadership theory

A

individual
group
organizational

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17
Q

individual level analysis

A

performances based on individual performance

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18
Q

group level analysis

A

productive groups make productive individuals

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19
Q

organizational level analysis

A

motivate others to perform at their best to stay on top

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20
Q

leadership theory

A

understand, predict and control successful leadership

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21
Q

leadership theory classifications

A

trait, behavioral, contingency, integrative

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22
Q

contingency leadership theories

A

explain appropriate leadership style based on leader, followers, and situation

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23
Q

traits

A

distinguished personal characteristics

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24
Q

big 5 models of personality

A

surgency
adjustment
agreeableness
conscientiousness
openness to experience

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25
Q

agreeableness personality dimension

A

emotional intelligence and sociability

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26
Q

surgency personality dimension

A

dominance, extraversion, high energy with determination

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27
Q

conscientiousness personality dimension

A

dependability and integrity

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28
Q

attitudes

A

positive and negative feeling about people, things, and issues

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29
Q

Douglas McGregor

A

theory x and theory y classified assumptions

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30
Q

self concept

A

positive and negative feelings people have about themselves

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31
Q

self efficacy

A

belief in own capability to perform in certain situations

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32
Q

moral development

A

knowing right from wrong and choosing to do the right thing

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33
Q

3 levels of moral develpment

A

postconventional
conventional
preconventional

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34
Q

moral justificaiton

A

thought process rationalizing unethical behavior

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35
Q

golden rule

A

lead others how you want to be led

36
Q

leadership style

A

traits, skills and behavior the leaders use when interacting with followers

37
Q

autocratic leadership style

A

makes decisions, tells employees what to do and closely supervises workings

38
Q

university of Michigan leadership model

A

2 types of leadership styles: job centered and employee centered

39
Q

hierarchy of needs theory

A

physiological
safety
belongingness
esteem
self actualization

40
Q

2 factor theory

A

people are motivated by motivaters rather than maintenance factors

41
Q

Goal Setting theory

A

specific difficult goals motivate people

42
Q

power

A

a leaders potential to have influence over followers

43
Q

legitimate power

A

power given by the organization

44
Q

reward power

A

using things of value to influence others

45
Q

coercive power

A

withholding rewards to influence others

46
Q

expert power

A

skills and knowledge

47
Q

information power

A

data desired by others

48
Q

politics

A

process of gaining and using power; neither good nor bad

49
Q

Effective follower (2)

A

execute leaders decisions, raise issues about unethical decisions, high self efficiency

50
Q

Pragmatic follower

A

little of all 4 styles, depends which style fits situation

51
Q

team work

A

understanding and commitment to common goal

52
Q

Effective follower

A

high critical thinking, high involvement

53
Q

passive follower

A

low critical thinking and low involvement

54
Q

mediator

A

neutral 3rd party helps resolve conflict

55
Q

dyad

A

individualized relationship between leader and each follower in work unit

56
Q

BCF model

A

conflict in terms of behavior, consequence and feelings

57
Q

arbitrator

A

neutral 3rd party that make binding decisions to resolve conflict

58
Q

leader - member exhange

A

quality of exchange relationship between leader and follower

59
Q

out group

A

followers with few to no social ties; strictly task centered relationship

60
Q

ingratiation

A

supportive, appreciative, respectful

61
Q

self promotion

A

competent and dependable

62
Q

conformist follower

A

low critical thinking and high involvement

63
Q

followership

A

behavior of followers as a result of the leader

64
Q

alienated follower

A

high critical thinking and low involvement

65
Q

process motivation theories

A

how people choose behavior to fulfill their needs

66
Q

content motivation theories

A

explain and predict behavior based on people’s needs

67
Q

leadership model

A

emulation or use in a given situation

68
Q

performance theory

A

motivation, resources and ability

69
Q

conflict

A

people in disagreement and opposition

70
Q

psychological contract

A

unwritten expectations for each party in a relationship

71
Q

leadership trait theories

A

distinguished characteristics accounting for leadership effectiveness

72
Q

task motivated leadership

A

gain satisfaction from task completion

73
Q

relationship motivated leadership

A

gain satisfaction through forming and maintaining relationships

74
Q

openness to experience personality dimension

A

flexibility intelligence and internal locus of control

75
Q

motivation

A

anything can affect behavior when pursuing a certain outcome

76
Q

acquired needs theory

A

people are motivated by their need for achievement, power, and affiliation

77
Q

situation(time)

A

size of the organization is considered and time is needed for participation

78
Q

boss

A

based on personality and behavior; some are autocrats, some are participative

79
Q

connection power

A

relationships to influence people

80
Q

democratic leadership style

A

participates in decision making, lets followers deviate tasks, does not closely supervise

81
Q

motivation process

A

need - motivate - behavior - consequence - satisfaction

82
Q

adjustment personality dimension

A

stability and self confidence

83
Q

networking

A

forming relationships for the purpose of socializing and politicking

84
Q

referent power

A

personal relationships with others

85
Q

the 7 powers

A

legitimate
reward
coercive
information
expert
referent
connection