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MGT-420 > Topic 6 Terms > Flashcards

Topic 6 Terms Flashcards

1
Q

Active Management By Exception

A

Monitor performance and take corrective action when needed

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2
Q

Actor-Network Theory

A

Suggests that leaders need to consider not only their interactions with people, but also with nonhuman agents, including ideas, information, resources, technology, events, physical structures, etc.

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3
Q

Association Power

A

The power derived from relations with others

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4
Q

Asymmetrical Influence Relation

A

Refers to the fact that some people have more influence than others

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5
Q

Authentic Leadership

A

Leaders who are true to themselves and the principles that guide them

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6
Q

Authority Decision

A

Decision made by the leader that is then communicated to the group

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7
Q

Autocratic Style

A

When leader acts in a command-and-control fashion

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8
Q

Balanced Processing

A

The ability to analyze relevant data in an objective way, avoiding attribution errors

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9
Q

Charisma

A

A special personal quality or attractiveness that enables an individuall to influence others

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10
Q

Charismatic Leader

A

Inspires followers in extraordinary ways

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11
Q

Co-Leadership

A

When leadership roles are structured such that no single individual is vested with the power to lead unilaterally

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12
Q

Co-Production Orientation

A

The belief that followers should partner with leaders to achieve desired outcomes

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13
Q

Coercive Power

A

The power to influence people because of the capacity to punish or withhold positive outcomes

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14
Q

Commitment

A

Accepting influence out of duty or obligation

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15
Q

Complexity Leadership Theory

A

Says leadership is a complex interactive dynamic based on emergence

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16
Q

Compliance

A

Accepting influence to receive outcomes tied to it

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17
Q

Connection Power

A

The ability to use connections inside and outside the organization to get things done

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18
Q

Construction Resistance

A

Negotiating in an attempt to open a meaningful dialogue with a leader

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19
Q

Consultative Decision

A

Made by a leader after receiving information, advice, or opinions from group members

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20
Q

Contingent Rewards

A

Rewards received contingent on whether mutually agreed-upon goals are accomplished

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21
Q

Crimes Of Obedience

A

Acts considered immoral by the larger community that reperformed in response to orders from authority

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22
Q

Democratic Leadership Style

A

Leader emphasizes both tasks and people

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23
Q

Dependencies

A

A reliance on another one person or a group

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24
Q

Dissonance

A

Tension felt when something does not match our expectations

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25
Q

Distributed Leadership

A

Describes leadership as distributed throughout the organization rather than being solely located in the formal hierarchy

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26
Q

Dysfunctional Resistance

A

Ignoring or dismissing a request from a leader

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27
Q

Emergence

A

The unpredictable unfolding of events that occurs when many factors link up to drive unexpected outcomes

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28
Q

Emotional Intelligence

A

The ability to manage our emotions in social relationships

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29
Q

Empowerment

A

Allowing others to gain and use power

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30
Q

Ethical Climates

A

The ethical values, norms, attitudes, etc. of employees in an organization or work unit

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31
Q

Ethical Followership

A

The role of followers in the ethical conduct of leadership

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32
Q

Ethical Leaders

A

Foster ethical climates by being role models for appropriate behavior

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33
Q

Expert Power

A

The ability to influence others’ because of specialized knowledge

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34
Q

Fight-or-flight Responses

A

The desire to fight back or withdraw from a percieved threat or stressor

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35
Q

Follower Effectiveness

A

How well a follower works with a leader to co-produce successful leadership outcomes

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36
Q

Follower Identity

A

Represents the belief one holds about oneself as a follower

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37
Q

Follower Role Orientation

A

Beliefs individuals have about how they should enact a follower role

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38
Q

Followership

A

The act of joining with a leader to accomplish tasks and descired outcomes

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39
Q

Following

A

Accepting another’s influence by deferring to or going along with a proposed idea or direction

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40
Q

Force

A

Action that occurs against another’s will

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41
Q

Formal Leadership

A

Leadership exerted by individuals appointed or elected to positions of formal authority

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42
Q

Formal Systems

A

Systems that prescribe how work processes are coordinated

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43
Q

Framing

A

Tailoring the communucation appropiately to the audience

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44
Q

Gender Similarities Hypothesis

A

Belief that males and females have similar psychological properties

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45
Q

Group Decisions

A

Decision is made by team members

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46
Q

Human Capital

A

The ability to get things done based on what we know and can do

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47
Q

Human Relations Style

A

Leader emphasizes people over task

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48
Q

Idealized Influence

A

Focus is on increasing followers’ identification with the leader

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49
Q

Identification

A

Accepting influence in order to be associated with an individual or group

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50
Q

Identity Claims

A

When people try to assert themselves as leader or follower

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51
Q

Identity Grants

A

Occur when people bestow on someone else a leader or follower role

52
Q

Implicit Followership Theories

A

characteristics that leaders associate with effective and ineffective followers

53
Q

Implicit Leadership Prototypes

A

Characteristics and behaviors believes to be representative of leaders and followers

54
Q

Implicit Theories

A

The attributes we associate with leaders and followers regarding effectiveness

55
Q

Individualized Consideration

A

Providing personalized attention, coaching, and advice to followers

56
Q

Influence

A

The capacity to be a compelling force on events, actions, opinions, or behaviors of others

57
Q

Informal Leadership

A

Occurs outside formal positions; individuals emerge as leaders due to the their ability to be influential

58
Q

Informal Systems

A

Patterns of personal relationships and activity generated through everyday interactions

59
Q

Information Power

A

The possession of information that is valuable to others

60
Q

Inspirational leadership

A

Leader has the ability inspire confidence and a sense of purpose in their followers

61
Q

Integrity

A

Acting with honesty, credibility, and consistency

62
Q

Interactive Leadership

A

Leaders act in democratic and participative ways with followers

63
Q

Internalization

A

Accepting influence because it is congruent with one’s value system

64
Q

Internalized Moral Perspective

A

Being aware of and acting on one’s values

65
Q

Interpersonal Context

A

Social and emotional dynamics

66
Q

Interpersonal Influence

A

The ability to influence on others because of subtle and convincing mannerism

67
Q

Laissez-Faire Leadership

A

Hands-Off Leadership

68
Q

Laissez-Faire Style

A

Leader has “do the best you can and don’t bother me” attitude

69
Q

Leadership

A

Inspiring others to work hard and accomplish important tasks

70
Q

Leadership Double Bind

A

Where women get criticized for displaying stereotypical male characteristics and/or female leadership characteristics

71
Q

Leadership Styles

A

A recurring pattern of behaviors exhibited by a leader

72
Q

Least-Preferred Co-Worker Scale

A

Used in the contingency model to measure leadership style

73
Q

Legitimate Power

A

The capacity to influence others by virtue of formal authority

74
Q

Moral Leadership

A

Always “good” and “right” by ethical standards

75
Q

Moral Overconfidence

A

An overly positive view of one’s strength of character

76
Q

Motives

A

The desired intent behind an action

77
Q

Nonsubstitutability

A

Means not easily replaced

78
Q

Obedience

A

Compliance with an order or request from authority

79
Q

Organizational Citizenship Behaviors

A

Anything a person does out of their own free will that supports colleagues and the organization

80
Q

Organizational Politics

A

Effort by organizational members to seek resources to achieve desired goals, usually in an informal context

81
Q

Passive Followers Identity

A

Passive, deferential, and obedient to authority

82
Q

Passive Leadership

A

Leaders wait for problems to arise before taking action

83
Q

Passive Orientation

A

Belief that leaders are in a better position than followers to determine direction and make decisions

84
Q

Personal Power

A

Resides in individuals and is generated through interpersonal relationships

85
Q

Personalized Charismatics

A

Use their charisma to dominate followers and keep them weak

86
Q

Political Savvy

A

Skill at reading political environments and understanding how to effectively influence these environments

87
Q

Position Power

A

Resides in the formal authority vested in a hierarchical position or role

88
Q

Power

A

The ability to get others to do something you want done

89
Q

Power Distance

A

The degree to which people see power as being distributed unequally

90
Q

Powerlessness

A

A lack of control over one’s self or one’s work processes

91
Q

Proactive Follower Identity

A

Expressing opinions, taking initiative, and constructively questioning leaders

92
Q

Prosocial Motivation

A

The desire to expend effort to help other people

93
Q

Psychological Reactance Theory

A

Says that people rebel against constraints and dominating control

94
Q

Reciprocity Power

A

Comes from reciprocal alliances with others

95
Q

Reference Power

A

The capacity to influence other people because of their desire to identify personally with you

96
Q

Relational Transparency

A

The ability to engage with others, while maintaining openness about who you are

97
Q

Relations-Oriented Behavior

A

Leader focuses on social and interpersonal aspects of leadership over task

98
Q

Relationship Power

A

The ability to influence others through access to connections and networks (ex. knowing Brian Muellers’ son)

99
Q

Reputation

A

An overall quality of character as seen by people in general

100
Q

Resistance

A

Not conforming to a leader’s influence attempt

101
Q

Reward Power

A

The capacity to offer something of value as a means of influencing other people

102
Q

Role Implementation

A

Negotiated roles are locked in and govern how the individuals will work together

103
Q

Role-Finding

A

Individuals get to know one another and evaluate other’s motivations and capabilities to perform a role

104
Q

Role-Making

A

Members develop a set of understandings regarding how individuals will work together

105
Q

Self-Awareness

A

Knowing oneself and how you are percieved by others

106
Q

Self-Interested Politics

A

When people shift outcomes to their personal advantage

107
Q

Self-Regulation

A

Monitoring one’s own behavior to consider the reactions of others

108
Q

Servant Leaders

A

Use power for the growth of employees, survival of the organization, and positive impact on the community

109
Q

Servant Leadership

A

Follower-centered with a commitment to helping others

110
Q

Shared Leadership

A

Dynamic, interactive influence process in which individuals lead together to achieve goals

111
Q

Social Astuteness

A

The ability to accurately understand social interactions and interpret behavior

112
Q

Social Capital

A

The ability to get things done because of who you know

113
Q

Social Power

A

The ability to influence another in a social relation

114
Q

Socialized Charismatics

A

Use their charisma to inspire followers and empower them toward collective interests

115
Q

Substitutes For Leadership

A

Factors that direct work efforts without the involvement of a leader

116
Q

Task-Oriented Behavior

A

Focuses on performance and productivity

117
Q

Bathsheba Syndrome

A

When people otherwise strong integrity engage in unethical and selfish behavior because they believe they are above the law

118
Q

Trait Approach

A

Trying to find leaders based on stereotypcial personality, needs, motives, values, or physical characteristics of leaders

119
Q

Transactional Leaders

A

Offer simple give-and-take exchanges to attain desired outcomes

120
Q

Transformational Leaders

A

Articulate a clear vision, communicate expectations, and show commitment to goals

121
Q

Verify

A

Checking the accuracy of information

122
Q

Vision

A

A clear sense of the future

123
Q

Visionary Leadership

A

Leadership that beings a clear sense of the future to the situation

124
Q

Voice

A

Expressing of ideas, suggestions, etc. with the intent of changing the status quo

125
Q

Workarounds

A

When people go around rules to accomplish a task or goal because the normal process isn’t producing the desired result

126
Q

Zero Sum

A

The idea that one person’s gain is another person’s loss

127
Q

Zone Of Acceptance

A

Set of orders an organizational member will not challenge

MGT-420 (7 decks)

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