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| is the ability to influence others’ behaviors and thoughts toward a productive end |
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| comes from an individual’s role or |
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| comes from a person’s ability to threaten or harm others. |
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| is derived from an individual’s capacity to provide rewards |
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| comes from the information or knowledge that a leader |
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| comes form the admiration, respect, or affection that followers have for the leader |
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| control the group’s communication by conveying specific instructions to members |
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| view group members as equal |
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| attend to group members’ emotional needs |
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| Achievement-oriented leaders |
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| set challenging goals and communicate high expectations and standards to members. |
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| consists of attempts to manipulate group members through behaviors such as harsh criticism, name-calling, gossip, slander, personal attacks, or threats. |
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| involves offensive or deprecating remarks |
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| identified as masculine and emphasizing command and control, may not be as effective in today’s competitive arena as it once was. |
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| Feminine leadership styles |
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| view organizations as a web of relationships, offer fluidity between work and personal life, and give members opportunities to achieve goals |
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| Leaders from high-context cultures tend to |
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| make suggestions rather than dictating orders or imposing solutions. |
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| is the extent to which members expect that power is distributed unequally; members in a high-power-distance culture automatically defer to those with higher status. |
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| are group members’ thoughts, beliefs, and emotions. |
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| are group members’ personal motives, goals, attitudes, and values. |
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| are the way that people use language when they are together (for example, when attempting to persuade others). |
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Term
The group problem-solving process includes six steps.
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Definition
1. Identify the problem.
2. Analyze the problem.
3. Generate solutions.
4. Evaluate and choose a solution.
5. Implement the solution.
6. Assess the results. |
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Leaders can enhance group meetings by planning in advance.
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Definition
1. Justify the meeting by considering what should be accomplished and determining if a meeting is needed in the first place.
2. Clarify the meeting’s purpose to the participants.
3. Set an agenda, and keep the meeting on track. |
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Term
Leaders must manage meetings effectively by considering a number of specifics.
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Definition
1. Arrive prepared with goals in mind.
2. Keep the group focused.
3. Summarize the information in the meeting periodically.
4. Keep an eye on the time, perhaps using a nonbinding straw poll to help move things along.
5. Manage conflict effectively so as to reach better decisions.
6. Follow up with each group member after the meeting. |
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| technology in meetings can lead to |
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| both positive and negative outcomes. |
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| Technology (such as webcams) allows group members to |
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Definition
| participate in meetings without traveling; however, it also makes it easier to include group members who do not necessarily need to attend a given meeting. |
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| are best performed initially and for tasks that require negotiation, but virtual teams are best for brainstorming |
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Term
Evaluating group performances is an essential task.
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Definition
A. Informational considerations
B. Procedural effectiveness
C. Interpersonal performance |
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| Informational considerations |
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| Does the group require all its members? Does it need more data? Does it come up with creative solutions? |
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| Does it coordinate activities and communication? Does it manage problems appropriately? |
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| Interpersonal performance |
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Definition
| Do the members reinforce one another? Do they feel a sense of solidarity? Cooperate freely? Respect one another? |
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