Term
| Personality Traits..defined |
|
Definition
|
Enduring tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual
Managers’ personalities influence their behavior and approach to managing people and resources
|
|
|
Term
| Big Five personality traits |
|
Definition
|
Extraversion, negative affectivity, agreeableness, conscientiousness, openness to experience
|
|
|
Term
|
Definition
|
Tendency to experience positive emotions and moods and feel good about oneself and the rest of the world
Managers high in extraversion tend to be sociable, affectionate, outgoing and friendly
Managers low in extraversion tend to be less inclined toward social interaction and have a less positive outlook
|
|
|
Term
|
Definition
|
Tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others
|
|
|
Term
|
Definition
|
Tendency to get along well with others
Managers high in agreeableness are likable, affectionate and care about others
Managers with low agreeableness may be distrustful, unsympathetic, uncooperative and antagonistic
|
|
|
Term
|
Definition
|
Tendency to be careful, scrupulous, and persevering
Managers high in this trait are organized and self-disciplined
Managers low in this trait lack direction and self-discipline
|
|
|
Term
|
Definition
|
Tendency to be original, have broad interests, be open to a wide range of stimuli, be daring and take risks
|
|
|
Term
| Internal locus of control
|
|
Definition
|
Tendency to locate responsibility for one’s fate within oneself
Own actions and behaviors are major and decisive determinants of job outcomes
|
|
|
Term
| External locus of control
|
|
Definition
|
Tendency to locate responsibility for one’s own fate in outside forces and to believe that one’s own behavior has little impact on outcomes
|
|
|
Term
|
Definition
|
The degree to which people feel good about themselves and their capabilities.
High self-esteem causes a person to feel competent, and capable.
Persons with low self-esteem have poor opinions of themselves and their abilities.
|
|
|
Term
|
Definition
|
The extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence
|
|
|
Term
|
Definition
|
The extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having other people get along
|
|
|
Term
|
Definition
|
The extent to which an individual desires to control or influence others
|
|
|
Term
|
Definition
|
the ability to understand and manage your moods and emotions and the moods/emotions of others
|
|
|
Term
| Successful traits of leaders at the highest level |
|
Definition
|
technical skills, cognitive abilities, emotional intelligence
|
|
|
Term
| Five components of emotional intelligence
|
|
Definition
|
Self-awareness
Self-regulation
Motivation
Empathy
Social skill
|
|
|
Term
|
Definition
|
The ability to recognize and understand your moods, emotions, and drives, as well as their effect on others.
self confidence, realistic self-assessment, self-depreciating sense of humor
|
|
|
Term
|
Definition
|
The ability to control or redirect disruptive impulses and moods.
The propensity to suspend judgment—to think before acting.
Trustworthiness and integrity
Comfort with ambiguity
Openness to change
|
|
|
Term
|
Definition
|
A passion to work for reasons that go beyond money or status.
A propensity to pursue goals with energy and persistence.
Strong drive to achieve
Optimism, even in the face of failure
Organizational commitment
|
|
|
Term
|
Definition
|
The ability to understand the emotional makeup of other people.
Skill in treating people according to their emotional reactions.
Expertise in building and retaining talent
Cross-cultural sensitivity
Service to clients and customers
|
|
|
Term
|
Definition
|
Proficiency in managing relationships and building networks.
An ability to find common ground and build rapport.
Effectiveness in leading change
Persuasiveness
Expertise in building and leading teams
|
|
|
Term
| Fundamental Attribution Error |
|
Definition
|
A comparison of causes for positive and negative outcomes for yourself and for others
For our personal negative outcomes we tend to blame the situation, for others the person.
For positive outcomes we take credit for our successes and give situational explanations for others’ successes
|
|
|
Term
|
Definition
|
Describe what managers (people) try to achieve through work and how they think they should behave.
|
|
|
Term
|
Definition
|
Capture managers’ thoughts and feelings about (things like) their specific jobs and organizations.
|
|
|
Term
|
Definition
|
Encompass how managers (people) actually feel when they are managing.
|
|
|
Term
|
Definition
|
A lifelong goal or objective that an individual seeks to achieve
lead to a formation of norms
An Exciting Life, sense of accomplishment, pleasure
|
|
|
Term
|
Definition
|
A mode of conduct that an individual seeks to follow
Ambitious, Cheerful, Imaginative, Polite, Responsible
|
|
|
Term
|
Definition
|
informal rules of conduct for behaviors considered important by most members of a group or organization
|
|
|
Term
|
Definition
|
The terminal and instrumental values that are guiding principles in an individual’s life.
|
|
|
Term
|
Definition
|
A collection of feelings and beliefs.
|
|
|
Term
|
Definition
|
A collection of feelings and beliefs that managers have about their current jobs.
Managers high on job satisfaction like their jobs, feel that they are being fairly treated, and believe that their jobs have many desirable features.
|
|
|
Term
| Organizational Citizenship Behaviors
|
|
Definition
|
Behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and gaining a competitive advantage
Managers and Employees who are satisfied with their jobs are more likely to engage in OCBs
|
|
|
Term
| Organizational Commitment
|
|
Definition
|
The collection of feelings and beliefs that managers and employees have about their organization as a whole
loyal and proud and lead culture
|
|
|
Term
|
Definition
|
A feeling or state of mind
|
|
|
Term
|
Definition
|
Intense, relatively short-lived feelings
|
|
|
Term
|
Definition
|
Shared set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals
|
|
|
Term
| Attraction-Selection-Attrition Framework
|
|
Definition
|
A model that explains how personality may influence organizational culture.
Founders of firms tend to hire employees whose personalities that are to their own.
|
|
|
Term
|
Definition
|
signify what an organization and its employees are trying to accomplish
|
|
|
Term
|
Definition
|
guide the ways in which the organization and its members achieve organizational goals
|
|
|
Term
|
Definition
|
Managers determine and shape organizational culture through the kinds of values and norms they promote in an organization
|
|
|
Term
| Organizational culture is composed of |
|
Definition
|
values of the founder, socialization, ceremonies and rites, stories and language
|
|
|
Term
| Organizational socialization
|
|
Definition
|
Process by which newcomer’s learn an organization’s values and norms and acquire the work behaviors necessary to perform jobs effectively
|
|
|
Term
|
Definition
|
Formal events that recognize incidents of importance to the organization as a whole and to specific employees
Rites of passage
Rites of integration
Rites of enhancement
|
|
|
Term
|
Definition
|
determine how individuals enter, advance within, or leave the organization (e.g., induction and basic training)
|
|
|
Term
|
Definition
|
build and reinforce common bonds among organizational members (e.g., office holiday party)
|
|
|
Term
|
Definition
|
let organizations publicly recognize and reward employees’ contributions and thus strengthen their commitment to organizational values (e.g., annual awards ceremonies)
|
|
|