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| 4M model of Leadership Effectiveness |
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Definition
| An approach to leadership that divides leadership tasks into 4 independent functions. Modeling leadership behavior, Motivating members, managing the group process, making decisions |
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Definition
| A conflict management method that allows groups to analyze conflicts based on Reasons, Reactions, Results, and Resolution. |
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| A conflict resolution model with 5 steps: Assume that other members mean well, Express, your feelings, Identify your goal, Clarify expected outcomes, achieve mutual understanding. |
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| Accommodating Conflict Style |
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Definition
| An approach to conflict in which a person gives to other group members, even at the expense of his or her own goals. |
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| An irrelevant attack against a persons character rather than a substantive response to an issue of argument. |
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| A type of conflict that reflects the emotions stirred by interpersonal disagreements. |
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| A situation in which group members become so focused on analyzing an issue or problem that they are reluctant or unable to make a decision. |
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| A type of listening that focuses on evaluating and forming opinions about the content of the message. |
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| The fallacy of using the opinions of supposed expert when in fact the person has no particular expertise in the area under consideration. |
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| The fallacy of claiming that an action or belief is acceptable because many people do it or believe it. |
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| The fallacy of claiming that people should continue a certain course of action because that is the way it has always been done. The fallacy of claiming that |
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| A type of listening that focuses on valuing or enjoying how an idea,opinion,or act is expressed. |
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| A conflict resolution method that involves a third party who, after considering all sides in a dispute, decides how to resolve the conflict. |
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| A claim supported by evidence or reasons for accepting it. |
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| A process used to advocate a position, examine competing ideas, and influence others. |
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| The willingness to arguewith others and take public positions on controversial issues. |
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| A situation in which a leader or an authority outside a group makes final decisions for the group. |
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| A leader who uses power and authority to strictly control a group and its discussion. |
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| A passive and non confrontational approach to conflict. |
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| The component of the Toulmin model of argument that provides support for an arguments warrant. |
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| A technique that encourages group members to generate as many ideas as possible in a non evaluative atmosphere. |
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| A speakers good will and honesty; a factor in determining credibility. |
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| A leader who uses expert and referent power to inspire and engage members as they work to achieve a common goal. |
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| The component of the Toulmin model of argument that states the proposition or conclusion of of an argument. |
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| An argument stating that something is true or false or that something did or did not occur. |
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| An argument advocating a specific course of action. |
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| an argument evaluating whether something is good or bad, right or wrong, worth while or worthless. |
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| The ability or Authority to pressure or punish members if they do not follow orders and directions. |
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| The mutual attraction that holds the members of a group together. |
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| Collaborative Conflict Style |
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Definition
| An Approach to conflict emphasizing the search for solutions that satisfy all group members and also achieve the groups common goal. |
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Definition
| An identifiable belief, value, experience, of POV shared by all group members. |
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| A speakers expertise and abilities; a factor in determining credibility. |
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| Competitive Conflict Style |
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Definition
| An approach to conflict that is focused on achieving a persons own goals rather than the groups goals, even if this upsets the groups and its members. |
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Definition
| A type of listening that focuses on accurately understanding the meaning of spoken and nonverbal messages. |
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| Compromising Conflict Style |
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Definition
| An approach to conflict that involves the concession of some goals in order to achieve others. |
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Definition
| The disagreement and disharmony that occur in groups when differences regarding ideas, methods, and/or members expressed. |
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| A situation in which all group members accept and are willing to support a group decision. |
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| An approach to disagreement in which group members express differences in a way that values everyone's contributions and promotes a groups goal. |
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| Contingency Model of Leadership Effectiveness |
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Definition
| A leadership theory claiming that effective leadership depends upon an ideal match between the leaders style and the groups work situation. |
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| Cooperative Argumentation |
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Definition
| A process of reasoned interaction intended to help members make the best assessments or decisions in a given situation. |
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| The process and outcome of searching for, separating, and connecting thoughts from many categories while limiting judgements. |
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| The component of the Toulmin model of argument that provides evidence to support a claim |
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| The act of reaching a conclusion; a group selects an option from among possible alternatives. |
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| Decreasing Options Technique |
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Definition
| A procedure for reducing and refining a large number of ideas or suggestions into more manageable categories. |
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| A statement that clarifies the meaning of a word phrase, or concept. |
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| A leader who practices social equality and shares decision-making process with group members. |
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| Audience traits such as age, gender, race, ethnicity, religion, and marital status. |
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| A leader selected by a group or outside authority. |
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| Disagreement expressed through behaviors that create hostility and prevent achievement of the groups goals. |
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| The ability to distinguish auditory and or visual stimuli. |
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| A person who gradually achieves leadership status by interacting by group members and contributing to the achievement of the groups common goal |
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Definition
| The capacity for recognizing your own feelings and those of others, for motivating yourself, and for managing emotions in yourself and in various interpersonal relationships |
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Definition
| A type of listening that focuses on understanding and identifying with a persons feelings, motives, and situation. |
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| A reference to a specific case or instance. |
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| The ability to motivate and persuade others by demonstrating special skills or knowledge |
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| A form of presentation delivery in which the speaker has done prior preparation but uses limited notes. |
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| A verifiable observation, experience, or event, something that is known to be true. |
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| An argument that is based on false or invalid reasoning. |
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| A situation in which members succumb to group pressure and accept a decision that they do not support. |
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| A fallacy of claiming that two things are similar when they actually differ with regard to relevant characteristics. |
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| The fallacy of identifying the cause of an event before ruling out other possibilities. |
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| Functional Leadership Theory |
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Definition
| An approach to leadership that claims that any capable group member can assume leadership functions when necessary |
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Definition
| A problem solving theory claiming that a set of critical communication functions can explain and predict how well a group will solve problems. |
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Definition
| The principle that you should listen to others as you would have them listen to you. |
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| The deterioration of group effectiveness that can result in group pressure. |
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| The fallacy of using too few examples or experiences to support a conclusion. |
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| An extended or detailed example. |
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| A form of presentation delivery in which a person speaks without prior preparation or practice. |
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| Distinctive features of particular group members, such as personality traits, job titles, status, special interests, relationships with other members, and length of membership. |
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| A leader who lets the group take charge of all decisions and actions. |
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| A situational leadership factor that asses how well the leader gets along with group members. |
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| The ability to make strategic decisions and use communication to mobilize a group toward achieving a common goal. |
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| The power that resides in a job, position, or assignment rather than in a person; the power to make decisions as an authorized or elected representative of a group. |
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Definition
| The process of receiving, construction meaning from, and responding to spoken and or non verbal messages. |
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| A term used to describe a leader who is willing to use dishonorable and unethical means in order to achieve a person or group goal. |
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Definition
| The results of a vote in which more than half the members vote in favor of a proposal. |
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Definition
| A facilitated negotiation that employs the services of an impartial third party for the purpose of guiding, coaching, and encouraging disputants to successful resolution and an agreement. |
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Definition
| Technology that enables you to combine words, charts, graphics, sounds, animation, in a single presentation. |
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| A process of bargaining for the purpose of settling differences or reaching solutions. |
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| A personal conclusion regarding the meaning or implication of facts. |
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| A form of feedback that uses different words to restate what a person has said as a way of indicating that the listener has understood what the speaker means and feels. |
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Definition
| The ability or authority to influence and motivate others. |
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| A relativity uninterrupted talk or speech to a group of people. |
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| Supplementary audio and or visual materials used in a discussion or oral presentation. |
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| Computer programs used to design and present visual aids. |
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| A complex process in which groups analyze a problem and develop a plan for reducing the harmful effects of the problem. |
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Definition
| A disagreement over what method or process a group should follow to accomplish its goal. |
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Definition
| The component of the Toulmin model of argument that states the degree to which a claim is thought to be true. |
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| A decision making question that asks whether something will or will not happen. |
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Definition
| A decision making question that asks whether something is true or false, or whether something did or did not occur. |
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| A decision making question that asks whether and how a specific course of action should be taken to solve a problem. |
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| A decsion making question that asks the group to decide whether something is good or bad, right or wrong, or worthwhile or worthless. |
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Definition
| The personal power and influence held by a person who is admired and respected. |
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Term
| Reflective Thinking Process |
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Definition
| A set of particular steps that a rational person should follow when solving a problem. |
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Term
| Relationship-motivated Leaders |
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Definition
| A leader whose major satisfaction comes from establishing close personal relations with group members. |
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Definition
| The component of the Toulmin model of argument that recognizes the conditions under which a claim would not necessarily be true. |
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| The authority to give group members something that they value. |
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| A problem solving procedure that focuses group analysis on answering a single agreed upon question in order to arrive at a solution. |
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| An approach to leadership that helps leaders improve by crefully analyzing themselves, their group, and the circumstances in which they must lead. |
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| The standards the ideal resolution of a problem should meet. |
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| A procedure that guides a group through problem solving by using |
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| Information presented in a numerical form |
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| An approach to leadership that identifies specific behaviors or styles that can be learned; these can be put into three categories: autocratic, democratic, or laissez-faire leadership |
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| A disagreement over ideas, issue analysis, and potential solutions or actions. |
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| A situational leadership factor that asses how a group must organize or plan a specific task. |
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Definition
| A leader whose major satisfaction comes from successfully completing the group task rather than from promoting positive interpersonal relationships with group members. |
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| A coordinated presentation by a group of speakers who are trying to influence an audience of decision makers. |
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Definition
| The speed at which most people can think compared to the slower speed at which most people speak. |
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Term
| Toulmin Model of Argument |
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Definition
| A model developed by Stephen Toulmin that represents the structure of an argument. |
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Definition
| An approach to leadership that tries to identify common characteristics and behaviors of effective leaders. |
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| Transformational Leadership Theory |
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Definition
| An approach to leadership that examines the ways in which leaders inspire followers to move beyond self interest and become a unified group. |
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Definition
| The results of a vote in which at least twice as many group members vote in favor proposal as oppose it. |
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Definition
| The component of the Toulmin model of argument that provides the justification for how the data support a particular claim. |
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