Part 6 Flashcards

1
Q

Leadership that has the potential to elevate followers in the long
term, such that followers can achieve greater levels of both well-being and effectiveness themselves.

A

Positive Leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Promotion of both psychological and physical health at work

A

Job well-being

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

3 assessable aspects of affective well-being on
two orthogonal dimensions (Warr, 1987, 1990)

A
  1. Axis of pleasure or displeasure
  2. Axis ranging from anxiety to comfort
  3. Axis from depression to enthusiasm
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Purpose of the 3 assessable aspects of affective well-being on
two orthogonal dimensions

A

Measures of affective well-being that assess anxiety, depression, psychological distress, and psychosomatic symptoms aim to detect ill health, as opposed to positive
mental health.

Measures of positive mental health, on the other hand, capture high
arousal–high pleasure states such as enthusiasm.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Pleasurable emotional state resulting from the appraisal
of your job experiences

“Passive” form of mental health because most measures of job satisfaction assess only
the degree of pleasure or displeasure derived from the job and do not include the
arousal state.

A

Job Satisfaction

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Employees, while “happy,” may also experience little aspiration and acquiesce to job constraints.

A

“Resigned” job satisfaction

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Types of mental health that may
persevere and represent more active states and behaviors than most traditional
indicators of well-being (Warr).

A

• Positive self-regard (e.g., high
self-esteem)
• Perceived competence (e.g., effective coping)
• Aspiration (e.g., goal
directedness)
• Autonomy (e.g., proactivity)
• Integrated functioning (e.g.,
balance, harmony, and internal relatedness).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

4 types of behaviour of Transformational Leadership

A
  1. Idealized influence
  2. Inspirational
    motivation
  3. Intellectual stimulation
  4. Individualized consideration
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Type of behaviour in Transformational Leadership which reflects behaviors that leaders enact because they choose to do
what is right, rather than what is expedient, simple, or cost-effective.

A

Idealized Influence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Type of behaviour in Transformational Leadership in which leaders inspire their followers to
be their very best and to greater levels than the followers themselves ever thought
possible by instilling in their employees realistic feelings of self-efficacy, feelings of what can be accomplished rather than fears of
what cannot be accomplished.

A

Inspirational Motivation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Type of behaviour in Transformational Leadership in which leaders no longer provide all the answers for
others.

They challenge employees to think more for themselves and to continuously question their long-held and cherished assumptions.

A

Intellectual Stimulation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Type of behaviour in Transformational Leadership in which leaders show their concern for their employees’ development and physical
and psychological safety.

They do this by listening, caring, empathizing, and
being compassionate, perhaps especially during the most difficult of times when
employees need them the most.

A

Individualized Consideration

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Reflects the judgment of an individual’s ability to accomplish a certain level of performance.

Enable individuals to confront formerly fear and anxiety-provoking stimuli

A

Self-efficacy

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Individual’s willingness to be
vulnerable to another individual.

A

Trust

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Willingness of employees to be vulnerable to their leader.

A

Trust in management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Aim or purpose that
people have for working.

A

Meaning of work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Theory which states that an individual’s self-concept is composed of a personal
identity, which encompasses idiosyncratic characteristics, and a social identity,
which encompasses the salient groups to which an individual belongs.

A

Social identity theory

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

2 of the
salient groups to which we belong in terms of an individual’s sense of belonging in the work domain

A

Organization
Our occupation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Perceived oneness with an organization and the experience of the organization’s successes and failures as one’s own

A

Organizational identification

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Sense of oneness with an occupational group

A

Occupational identity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

The model LINKING TRANSFORMATIONAL LEADERSHIP AND WELL-BEING proposes that transformational
leadership influences well-being via four key psychological mechanisms:

A
  1. Self efficacy (i.e., belief in your ability to perform)
  2. Trust in management (i.e., belief in
    your leader)
  3. Meaningful work (i.e., a sense of making a valuable contribution)
  4. Identity with your organization and occupation (i.e., a sense of belonging to an important collective).
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Work that is considered disgusting and/or
degrading and is stigmatized by society

A

Dirty work

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Examples of dirty workers

A

•Physically tainted work roles (e.g., janitors, funeral directors)
• Socially tainted work roles (e.g., prison guards)
• Morally tainted work
roles (e.g., sex workers)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Ability to provide consistent, near-perfect performance in a given
activity.

25
Key to building strength (3)
Identify dominant themes of talent Discover specific talents within those themes Refine them with knowledge and skills
26
Naturally recurring patterns of thought, feeling, or behavior that can be productively applied.
Talent
27
At the individual level, strengths-based development involves 3 stages:
1. Identification of talent 2. Integration into how the individual views himself or herself 3. Behavioral change
28
Traces of talents can be identified in several ways (4)
• Spontaneous reactions • Yearnings • Rapid learning • Satisfaction
29
Subconscious, immediate responses to a given situation.
Spontaneous reactions
30
A passion for a new hobby, a need to keep things neat and tidy, and a desire to learn a new language could be indications of talent.
Yearnings
31
If someone enjoys the process of planning a family reunion, reading a technical paper, or giving a speech to a large audience, the chances are that they are appealing to one or more of their talents
Satisfaction
32
The Gallup Organization designed a web-based assessment called ____________ to assist in the talent discovery process by measuring the predictability of patterns of behavior within individuals.
StrengthsFinder
33
Scientific study of optimal human functioning
Positive Psychology
34
2 components of HOPE
1. Agency 2. Pathways
35
Component of HOPE: Goal-directed determination
Agency
36
Component of Hope: Planning ways to meet goals
Pathways
37
Describes an individual’s present goal-directed thinking.
State hope
38
Subjective well-being (Diener, 1984) can be distilled into 3 components:
Positive affect Negative affect Life satisfaction
39
Defined as, “an individual’s conviction (or confidence) about his or her abilities to mobilize the motivation, cognitive resources, and courses of action needed to successfully execute a specific task within a given context”
Self-efficacy
40
Defined as the tendency for people to accept very vague or general feedback as accurate
Barnum effect
41
Self-fulfilling prophecy where subordinates perform better when expected to do so by their superiors
Pygmalion effect
42
Technique that encourages people to accept difficulties and see how they can work toward a goal despite the difficulties.
Yes and technique
43
The Gallup Organization lists 34 talents, grouped under 4 themes:
1. Relating: for example, communication, empathy 2. Thinking: for example, analytical, strategic 3. Striving: for example, adaptability, focus 4. Impact: for example, positivity, command
44
Ability to see a situation from the other’s point of view and to see ramifications for different parties
Relativistic thinking
45
Ability to bounce back from adversity
Resilience
46
Multidisciplinary teams are responsible for particular product types.
Cell manufacturing
47
The changes to practice have so transformed many organizations that the manager is now more commonly pictured as the ______
Conductor
48
Aims to compare the processes and practices of one’s own organization with those in successful competitor organizations
Benchmarking
49
A phenomenon where people show that they take longer to decide which problem is worth addressing.
Problem finding
50
Theory arguing that creativity is a natural property of adaptive living systems
Complexity theory
51
Generation of coaches established the existence of the profession; brought it to the attention of the business world; and established basic models of application
First-generation coaching
52
Model where client is a co-active, equal partner. The coach’s job is to pull as much relevant material as possible from the client and those in the organization, using the armamentaria of interview techniques, psychometrics, personality instruments, and business data. Then coach and coachee can work together as co-researchers and decide how best to harness this information and put it to use.
Coactive/Egalitarian model
53
Training manual the work of coaching (life or executive) is to assume the client is whole and proceed to help them articulate and follow their own agenda, design an optimal relationship, and hold the client accountable in the manner he or she has chosen.
Co-Active Coaching
54
Theory which suggests that executive coaching should be integrative and holistic in approach.
Lazarus multimodal theory
55
Lazarus multimodal theory: To achieve this, the coach evaluates seven dimensions of the client’s life in terms of their “BASIC ID”:
Behavior Affect Sensation Imagery Cognition Interpersonal Relationships Drug/Biology modality
56
State where a person becomes utterly absorbed in a task, to the extent that he loses track of time
Flow
57
Study and application of positively oriented human resource strengths that can be measured, developed, and effectively managed for performance improvement in today’s workplace
Positive organizational behavior
58
3 POB constructs receiving recent attention
Hope Subjective well-being Confidence