pd Flashcards

1
Q

People who interact regularly and feel they belong together.

A

group

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2
Q

collection of individuals who share certain characteristics

A

group

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3
Q

presence of others energizes us

presence of others influence a person’s performance on a task

performance may improve or deteriorate

A

Social Facilitation

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4
Q

Why does the presence of others affect us?

A

alertness
evaluation apprehension
distraction-conflict

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5
Q

Better performance with others doing the same task.

A

Co-action effect

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6
Q

Performance changes due to an audience.

A

Audience Effect

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7
Q

Presence of others relaxes us, less effort in a group.

A

Social Loafing

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8
Q

Demonstrated that individuals exert less effort when working collectively compared to working alone.

A

Ringelmann’s Rope-Pulling Experiment

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9
Q

What causes social loafing?

A

lack of motivation
diffusion of responsibility (reduced sense of personal responsibility)
group size
expectations

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10
Q

we change our attitudes, beliefs and behavior to fit and match to the group, or the present social norms.

desire to “fit in” or be liked

A

Conformity

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11
Q

the change is in response to real or imagined group pressure.

A

Conformity

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12
Q

Investigated the extent to which social pressure from a majority group could affect a person to conform.

A

Asch Conformity Experiment

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13
Q

Why do people conform?

A

Normative Social Influence
Informative Social Influence

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14
Q

when a person lacks knowledge and looks to the group for guidance.

A

Informative Social Influence

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15
Q

This happens because the person is scared of being rejected by the group.

A

Normative Social Influence

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16
Q

examples of conformity

A

wearing certain types of clothes to fit with the group

changing political beliefs to match one’s family and friends

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17
Q

obey out of the desire to look cooperative or out of fear of an authority figure, which sometimes can go against one’s own judgement and wants

A

Obedience

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18
Q

people will set aside their own personal beliefs or adopt the opinion of the rest of the group to avoid conflict.

Group cohesion and solidarity is given higher importance

A

Groupthink

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19
Q

Losing self-awareness in a group, can lead to impulsive behavior.

A

Deindividuation

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20
Q

comments filled with misinformation to support their political candidate in social media posts

A

Deindividuation

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21
Q

The idea that people who become leaders possess traits or characteristics different from

A

Leader emergence

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22
Q

Leaders who perform well possess certain characteristics that poorly performing leaders do not.

A

Leader performance

23
Q

Are leaders born or made?

A

Traits are both innate and developed. As an individual grows and acquires different experiences, he also develops character patterns that can make him a better leader

24
Q

Small, close, long-lasting (e.g., family).

25
Intimate, relationship-focused Diffused (relationships cover many areas of life) Informal
Primary
26
Larger, impersonal, goal-oriented (e.g., work team).
Secondary
27
"Us" - group you belong to. You feel a sense of loyalty and belonging Can lead to in-group bias (tendency to favor your own group)
In-group
28
"Them" - group you don't belong to. Can sometimes lead to competition or negative feelings Out-group boundaries (the perceived division between groups)
Out-group
29
We categorize, identify, and compare, which can lead to "us vs. them."
Social Identity Theory
30
placing people into groups
Categorization
31
Can lead to stereotypes (over-generalized assumptions), prejudice (negative beliefs), and discrimination (negative actions).
Consequences
32
Guiding people, making plans.
leadership
33
women are more likely to be placed in leadership positions during times of crisis or instability
Glass cliff
34
"Do what I say" (immediate compliance). Directive, commanding
Coercive
35
"Come with me" (visionary, sets direction). Visionary
Authoritative
36
“People first" (builds bonds). Relationship-oriented
Affiliative
37
"What do you think?" (participative).
Democratic
38
"Do as I do, now" (high standards).
Pacesetting
39
"Try this" (develops people).
Coaching
40
Focused on the conflict between obedience to authority and personal conscience.
Milgram (1963) experiment
41
The entirety of work and leisure in which a person is involved in his life.
Career
42
Lifelong process of learning and planning for a career.
Career Development Theory
43
Key Traits in Navigating One’s Career:
Curiosity (exploring new learning opportunities) Perseverance (exerting effort despite setbacks) Flexibility (changing attitudes and circumstances) Optimism (viewing new opportunities as5 attainable) Risk-taking (taking action in the face of uncertain outcomes)
44
word smart
Linguistic
45
number/reasoning smart
Logical-Mathematical
46
music smart)
Musical
47
body smart
Bodily-Kinesthetic
48
picture smart
Spatial
49
people smart
Interpersonal
50
self smart
Intrapersonal
51
nature smart
Naturalist
52
(philosophy smart) - Capacity to identify and ponder upon questions about human existence
Existential6
53
linked to an individual’s traits and characteristics. Holland’s Personal Orientations and Related Work Environment.
Career Choice