Test 7: Leadership Flashcards

You may prefer our related Brainscape-certified flashcards:
1
Q

Leader

A

Most influential member of a group, who typically acts as an organizer and spokesperson. Or, highest-ranking member of an organization, responsible for organizing and directing members, acting as representative accountable for security, success, and capability.

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

Leader effectiveness

A

Extent to which a leaders’ organization or group succeeds, or achieves its goals while maintaining or improving its capability.

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

Leader role

A

Expectations, responsibilities, and time-horizon associated with a leaders’ position and rank in the hierarchy.

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

Leadership

A

Unifying a group or collective toward achieving its goals while maintaining or improving its capability.

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

Leadership pipeline

A

Model of leader development proposing that rising rank brings new relationships and skill requirements, and longer time horizons.

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

Leadership passages

A

Seven:

  1. ) Self
  2. ) Other people
  3. ) Managers
  4. ) A function
  5. ) A business
  6. ) A business group
  7. ) An enterprise
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Leaders’ Time Horizon

A

Duration of a leaders’ longest task.

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

LMX (Leadership-Member Exchange) Theory

A

Leaders develop 2 types of 1-to-1 relationships with their direct subordinates:

  1. ) In-group: Higher-performing, favored subordinates have positive cycles of exchange: autonomy, reinforcement, desirable assignments, coaching, and encouragement.
  2. ) Out-group: Lower- performing, less-favored subordinates have negative cycles of exchange -close monitoring, limited autonomy, less responsibility, undesirable assignments, les reinforcement, more criticism, lower-quality interaction.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Substitutes for leadership

A

Characteristics of a group or its situation that serve the same functions as a leader would toward fostering group effectiveness, and when present, make a leaders’ efforts unnecessary.
Examples: Member skill/ability/experience, member training, intrinsically motivated members or intrinsically satisfying work, task structure, performance feedback, group cohesion, and specific goal .

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

Vroom-Yetton-Jago Model

A

Group decision making effectiveness (decision quality, cost, development) depends on the leaders’ adoption of a decision method (5) that fits the groups’ situation.

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

Decision methods

A

AI - Autocratic, leader only.
AII - Autocratic w/ input (1-1, does not share problem)
CI - Consultative (1-1, does share problem)
CII - Consultative w/ Group, shares problem, asks for suggestions, decides.
GII - Consensus, leader shares problem w/ group, facilitates discussion supported by all.

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

Organizational development

A

Planned, system-wide changes designed to increase effectiveness.

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

Organizational effectiveness

A

Extent to which an organization achieves its purposes while maintaining or enhancing the capability to continue operating and achieving its purposes in the future.

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

Resistance to change

A

Organization’s tendency to remain stable and retain current structure, norms, roles, culture, and values despite attempts to modify them.

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

V-J-Y Situational attributes

A
  • Quality requirement
  • Subordinate commitment required for effective execution.
  • Leaders information sufficient enough to make a high quality decision alone.
  • Problem structures
  • Subordinate acceptance important?
  • Commitment probability among subordinates higher if leader decides alone?
  • Goal congruence among subordinates with relevant organizational goals?
  • Subordinate conflict likely over preferred solutions.
  • Time constriants
  • Geographical dispersion
  • Minimize Decision time
  • Or maximize subordinate development opportunities?
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Organizational development sequence

A
  1. ) Role definition - Assignment of responsibilites
  2. ) Diagnosis - Assessment of current operations and outcomes.
  3. ) Planning: Identifying, evaluating, and selecting approaches; setting goals, milestones, timelines, and action plans.
  4. ) Intervention - Executing the changes.
  5. ) Follow-up - Evaluation; decisions about standardization and continued monitoring.
17
Q

Sources of resistance (to org. change)

A
  • Organizational culture
  • Norms
  • Roles
  • Over-determination of the social system
  • Threats to power relationships
  • Threats to rewards from vested, economic interests
  • Threats to control of facilities,resources, and/or “turf.”