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I/O Psychology Training and Motivation > Test 4 > Flashcards

Test 4 Flashcards

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1
Q

What types of research methods are often used in leadership research?

A

individual, team, department, organization

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2
Q

What is the relationship between scientists and practitioners in leadership research?

A

Enormous overlap amongst scientists and practitioners in leadership research

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3
Q

What is the definition of leadership?

A

social process through which an individual exerts influence over others to structure behaviors and relationships

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4
Q

What is effective leadership?

A

Successful long-term performance of subordinates

Leaders function through the effective use of power

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5
Q

What are the sources of power?

A 
Legitimate
Reward
Coercive
Expert
Referent
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6
Q

What is the trait approach to leadership?

A

: leadership is understood through the characteristics or traits that the leaders have

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7
Q

What traits are related to leadership success?

A 
High energy level
Stress tolerance
Emotional maturity
Integrity
Self-Confidenc
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8
Q

What is leadership self-efficacy?

A

perceived capabilities of an individual to successfully complete leadership tasks

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9
Q

What are the three motives for leadership?

A 
Need for power
Enjoyment of influencing others
Need for achievement
Enjoyment of goal attainment
Need for affiliation
Desire to have close, social relationships with others
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10
Q

Are traits predictive of leader effectiveness?

A

Stogdill (1948) revealed inconsistent relationships between traits and leadership capabilities
Intelligence and dominance were traits that were mildly associated with leadership

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11
Q

What is the relationship between traits, situations and leadership?

A

Traits interact with situation and leader constraints to create influence
May not be especially predictive

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12
Q

What is the behavioral approach to leadership?

A

Leadership is best understood in terms of the actions taken by a leader
Focus is on what leaders actually do

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13
Q

What are the two parts of the Fleishman Taxonomy?

A

Initiating structure: role definition of subordinates

Consideration: Extent to which leaders act in a supportive manner

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14
Q

What is contingency theory?

A

theory that takes into account the situation of the leader instead of just traits of the leader
Fiedler’s contingency theory states that leader success is based both on leader traits and situational constraints

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15
Q

What is the least preferred co-worker?

A

Measure leader’s commitment to task accomplishment based around a co-worker who gets in the way

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16
Q

When do task-oriented leaders succeed?

A

Task-oriented leaders perform well in situations of both high and low-control

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17
Q

When do relationship-oriented leaders succeed?

A

Relationship-oriented leaders perform well in situations of moderate control

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18
Q

What is path-goal theory?

A

stresses importance of leaders indicating to followers what paths (behaviors) they need to exhibit to attain the objective (goal)

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19
Q

What are the different types of leadership in the path-goal model?

A

Directive: leader provides specific guidelines
Supportive: leader demonstrates concern for subordinates’ well-being
Participative: leader solicits ideas from subordinates, involves them in decision-making
Achievement-oriented: leader sets challenging goals, stays focused on work performance above all else

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20
Q

What is the implicit leadership theory?

A

Focus on subordinates’ perceptions of leader
Perceptions based on prototype
Subordinate perceptions of leader based on how close the leader matches their (subordinate’s) prototype

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21
Q

What is a prototype?

A

Prototype: an individual’s mental representation of a leader

22
Q

What is transformational leadership?

A

idea that leadership is the process of inspiring a group to pursue goals and attain results

23
Q

What is transactional leadership?

A

Relationship between leader and follower are based on exchanges (transactions)

24
Q

What is charismatic leadership?

A

Idea that leadership is a product of charisma

Charisma inspires confidence in followers

25
Q

What is the dark side of leadership?

A

Underneath likability are major adjustment problems

26
Q

What are some substitutes of leadership?Be ready to list some

A

Job itself
Technology
Work unit
Leader

27
Q

What is the relationship between leadership and culture?

A

Cultures value leaders based on implicit leadership theory
A leader must match a culture’s prototype
Example: General Patton, Gandhi

28
Q

What is the relationship between gender and leadership?

A

Glass ceiling: qualified individuals (usually women) are stopped from receiving promotions due to discrimination
Individuals are less likely to encode task-based (or masculine) traits when the leader was female rather than male (Scott and Brown, 2006)

29
Q

What is an attitude?

A

Degree of positive or negative feeling a person has toward a particular person, place, or thing

30
Q

What do attitudes affect?

A

Job performance
Experience of work
Work-life balance

31
Q

What are the three parts of an attitude?

A

1) Beliefs about aspects of the job.
“My work has long stretches with nothing to do.”
2) The evaluative component, i.e., the attitude itself.
“I am dissatisfied with my job.”
3) Work-related behavioral intentions that follow from the attitude.
“I’m intending to quit my job.”

32
Q

What is the theory of planned behavior?

Know and understand the relationships in the theory of planned behavior

A

Rational choice model similar to expectancy theory and equity theory
Assumes a strong relationship between intention and behavior
“I intend to work hard on this project” Effort

33
Q

What is job satisfaction?

A

pleasurable, positive emotional state resulting from the cognitive appraisal of one’s job or job experiences

34
Q

What are job characteristics, individual characteristics, social factors, growth opportunities?

A

…

35
Q

Why is there such a moderate effect between satisfaction and performance? Know and list the causes

A

Satisfaction  task performance relationship not as strong as commonly thought
Only a moderate correlation
Satisfaction  contextual performance (OCBs) relationship
Moderate correlation, however satisfaction is clear antecedent to OCB
1) Research and Measurement Issues:
Is “job performance” defined correctly?
Can you predict specific behaviors from a general attitude toward the job.
2) “Moderator” Effects:
Satisfaction-performance relationship is highly complex (Katzell, Thompson & Guzzo, 1992)
For example, the sat-perf relationship may be limited by constraints on performance, e.g., group norms for performance, environmental variables such as the speed of an assembly line.
3) Dispositional Effects:
Some research has found that a substantial amount of the variability in job satisfaction may relate to “trait affect.”

36
Q

What are withdrawal behaviors?

A

Absenteeism
Costs organizations $789/employee
Time off for caring for older relatives is $12 billion/year
Attendance motivation (Steers and Rhodes Model)
Based on
Pressure to attend
Pressures include economy, rewards, workgroup norms, personal ethics
Ability to attend
Actual illness
Family commitments
Transportation

37
Q

What is absenteeism? Know the model of employee attendance.

A

Actual illness
Family commitments
Transportation

38
Q

What is turnover? Know and understand the model of turnover

A

voluntary or involuntary removal of an individual from the organization
i.e. quitting or firing
Turnover rate of 18% in the United States
Higher in service and retail industry
Antecedents of turnover:
Perceived ease of movement
Perceived desirability of movement
Modest relationship with job satisfaction

39
Q

What is organizational commitment?

A

relative strength of an individual’s identification with and involvement in an organization

40
Q

What are the three components of commitment?

A

Affective commitment: emotional attachment to an organization, characterized by strong commitment to goals, and belief in the mission of the organization, and a desire to remain a part of the organization
Continuance commitment: Attachment based on what employee has given to the organization
Normative commitment: attachment from sense of obligation to remain at the organization

41
Q

What is job involvement?

A

extent to which employees are cognitively engaged in their jobs

42
Q

Work centrality?

A

degree of importance that work holds in one’s life

43
Q

What is a workaholic?

A

work involvement and drive create work-life imbalance

44
Q

What is perceived organizational support?

A

global belief concerning the extent to which the organization values and cares about employees

45
Q

What is emotional regulation?

A

methods by which an individual controls their emotions and the way those emotions are expressed to others

46
Q

What is emotional labor?

A

effort, planning and control required by employees to express organizationally desired emotions during interpersonal interactions

47
Q

What is leader-member exchange?

A

Leaders develop relationships with each member of work group

48
Q

What are the steps to leader-member exchange?

A 
Leaders develop relationships with each member of work group
High quality relationship
member is part of “in-group”
more responsibility, higher satisfaction
Low quality relationship
member is part of “out-group”
less responsibility, lower satisfaction
49
Q

What are the phases of Leader-Member Exchange?

A 
Phase 1: Role-taking
member enters organization
leader assesses member’s abilities/talents
Phase 2: Role-making
informal, unstructured negotiation of role
Phase 3: Role-routinization
social exchange pattern emerges
becomes routine
50
Q

What are some precursors to leader-member exchange?

A 
Member attributes influence relationship
extroversion
abilities
ingratiation behaviors
Leader provides social support
Affective responses influence relationship
perceived similarity
attraction
leads to increased interaction
trust
51
Q

What are the outcomes of Leader-Member Exchange?

A 
Job satisfaction
Organizational commitment
Moderated/affected by other factors
type of task matters
level of challenge
situational factors
size of group
workload
financial resources
52
Q

What are two leadership skills?

A

Technical skills: knowledge of work processes
Interpersonal skills: understanding of group processes
Conceptual skills: ability to analyze situations and identify problems

I/O Psychology Training and Motivation (2 decks)

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