Term
| Ralph Stogdill (1948 & 1974 Studies) |
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Definition
“pattern of personal characteristics of the leader must bear some relevant relationship to the characteristics, activities, and goals of the followers”
Conclusive point: Leaders are made through training and expertise NOT born. |
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Term
| Traits of Successful Leader (IM EPC) |
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Definition
Interpersonal Factors
Cognitive Factors
Personality Factors
Motivational Factors
Expertise and Knowledge Factors |
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Term
| The Big Five of Personality |
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Definition
i. Neuroticism (emotional stability)
- High: more reactive and affected by stress
- Low: calm and less impacted by stress
ii. Extraversion (sociability) (strongest relationship to leadership)
- High: like to be around people
- Low: work better alone
iii. Openness to experience (creative and curious)
- High: intrigued by new ideas and activities
- Low: prefer the familiar and are more practical
iv. Agreeableness (trusting and nurturing) (weak association to leadership)
v. Conscientiousness (organized and dependable)
- High: more focused and organized
- Low: spontaneous and more comfortable with multi-tasking |
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Term
| The Importance of Contextual Intelligence - Anthony Mayo and Nitin Nohira |
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Definition
• CEO’s act as entrepreneurs, managers, and leaders.
• Contented that great leadership is a product of context + personal characteristics + adaptability to changing environment |
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Term
| 6 contextual factors key to determining the success or failure of a business venture - Mayo and Nohira (STL DGG |
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Definition
1. Government intervention
2. Global affairs
3. Demography
4. Social mores
5. Technology
6. Labor relations |
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Term
| Boosting contextual intelligence: |
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Definition
1. Develop an appreciation of history
2. Keep up on current trends in technology, global politics, and government regulations
3. Break out of current ways of thinking by traveling. Experience other cultures, economies and participate in conferences, trade associations.
4. Systematically envision the future through creating possible scenarios, strategic planning. Equip the org to take advantage of opportunities and prepare for possible threats.
5. Make the development of contextual intelligence an ongoing process. Be willing to act on environmental cues. |
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Term
| Fiedler’s Contingency Model of Leadership |
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Definition
• Developed a measure of similarity between opposites (ASo)
• Fiedler believes that rating of least-preferred coworkers (LPC) provide us with valuable information about our leadership behavior
- Low LPC leaders: more concerned with tasks, most effective when conditions are either highly favorable or unfavorable.
- High LPC leaders: greater concern for relationships, most effective when situational variables are neither extremely favorable nor unfavorable. |
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Term
| Three Factors that control the amount of influence a leader has over followers: |
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Definition
1. Position Power: A leader gains power by virtue of his or her position with a group or organization.
- Leaders that can reward/punish have high position power
2. Task Structure: Highly structured tasks (assembly line) are much easier for leaders - to determine the method of task completion and the evaluation of performance - then highly unstructured tasks (writing of a script)
3. Leader-Member Relations: A leader builds a relationship with his/her followers through interaction. Good relationships characterized by trust/ loyalty and bad relationships by lower motivation/commitment. |
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Term
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Definition
- Based on the expectancy theory (followers are more motivated when they believe task completion leads to a valuable goal)
- It’s a leader’s responsibility to communicate clearly what is expected of followers and what rewards can be anticipated. |
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Term
| Robert House & Terence Mitchell: Four Communication Styles |
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Definition
1. Directive Leadership: procedure-related communication behavior includes planning and organizing, task coordination, and policy setting.
2. Supportive Leadership: interpersonal communication, focus on concern for the needs and well-being of followers and the facilitation of a desirable climate for interaction.
3. Participative Leadership: designed to solicit and ideas from followers in order to involve them in decision-making.
4. Achievement-Oriented Leadership: focuses on goal attainment and accomplishment, emphasizes the achievement of excellence by demonstrating confidence in the ability of followers to achieve their goals. |
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Term
| Hersey & Blanchard’s Situational Leadership Theory |
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Definition
- The readiness level of followers plays an important role in selecting appropriate leadership behavior.
- Follower readiness depends on: ability (skills, knowledge, and experience) and willingness (feelings of confidence, commitment, and motivation) |
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Term
| Situational Leadership Theory's Four Combinations of Ability & Willingness |
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Definition
1. Readiness Level 1: Low ability and low willingness (DELEGATED/ LOW RELATIONSHIP & LOW TASK)
2. Readiness Level 2: Low ability and high willingness (SELLING/ HIGH TASK & HIGH RELATIONSHIP COMMUNICATION)
3. Readiness Level 3: High ability and low willingness (PARTICIPATING/ LOW TASK & HIGH RELATIONSHIP BEHAVIOR)
4. Readiness Level 4: High ability and high willingness (TELLING/ HIGH TASK & LOW RELATIONSHIP) |
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Term
| THE FUNCTIONAL APPROACH TO LEADERSHIP |
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Definition
| Looks at the communicative behavior of leaders |
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Term
| Kenneth Benne and Paul Sheats - Three types of group roles |
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Definition
1. Task-related roles: contribute to the organization and completion of group tasks.
2. Group building and maintenance roles: contribute to the development and maintenance of open, supportive, and healthy interpersonal relationships among group members.
3. Individual roles: not supportive of task or group relationships and can minimize group effectiveness. |
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Term
| THE RELATIONAL APPROACH TO LEADERSHIP |
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Definition
| Focuses on the relationship between leaders and followers |
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Term
| Vertical Dyad Linkage Model (VDL) - George Graen |
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Definition
- Found that leaders treat individual followers differently
- Followers are categorized into two types of groups:
1. “in-group”: play the role of assistant of lieutenant to the leader. Relationship is categorized by high trust, mutual influence, and support.
2. “out-group”: relationships categorized by low levels of trust and support. Authoritarian and task-oriented leadership communication is evident. |
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Term
| Leader-Member Exchange Theory (LMX) |
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Definition
- Argue there is a connection between relational quality and personal and organizational effectiveness
- Stages:
1. Stage 1: Vertical dyad linkage
2. Stage 2: Self-assessment
3. Stage 3: Leadership making |
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Term
| Graen and Mary Uhl-Bien Three-Phase Model Of The Leadership-Making Process |
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Definition
1. Phase 1- Stranger: leaders and followers are essentially strangers who occupy their respective roles. Rules and org. hierarchy determine interactions, which are largely formal in nature.
2. Phase 2- Acquaintanceship: parties begin to build more productive working relationships (share social and task information)
3. Phase 3- Partnership: the highest level of maturity, leaders and followers exert mutual influence on one another and enjoy high trust and respect for one another. |
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Term
| The Transformational Approach (1970)- James MacGregor Burns |
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Definition
| • Transactional leadership satisfies basic human needs (physiological, safety & belonging), while transformational satisfies higher-level needs (self-esteem & self-actualization). |
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Term
| Maslow's Hierarchy of Needs |
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Definition
1. Physiological - food and water
2. Safety - shelter and security
3. Belongingness and Love - affiliation, acceptance
4. Esteem - confidence, approval, recognition
5. Aesthetic and Cognitive - beauty, order, justice
6. Self-Actualization |
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Term
| Bernard Bass - Seven Dimensions of Transactional and Transformational Leadership |
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Definition
Transactional Leadership Factors
1. Contingent reward
2. Management-by-exception
Transformational Leadership Factors
3. Charisma
4. Individualized consideration
5. Inspiration
6. Intellectual stimulation
Nonleadership Factor
7. Laissez-faire (abdication) |
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Term
| The Characteristics of Transformational Leadership (PEVIC) |
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Definition
| 1. Creative 2. Interactive 3. Visionary 4. Empowering 5. Passionate |
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Term
| The Process of Creativity |
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Definition
- Preparation: read, gather information, repeated experiments (attempt to define and solve a problem)
- Incubation: The conscious mind shifts to other interests and the subconscious has an opportunity to make new associations, which lead to creative problem solving.
- Illumination: Ideas that appear as sudden inspirations during the creative process.
- Verification: Creator develops the idea (writes the poem) |
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Term
| Creative people all share 3 characteristics: |
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Definition
(1) hardworking and persevering
(2) independent and nonconformists in their thinking
(3) comfortable with complexity and ambiguity |
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Term
| James Adams’ Four Types of Creative Blocks |
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Definition
(1) Perceptual blocks: obstacles that prevent the problem solver from clearly perceiving the problem/ info needed to solve the problem (stereotyping, saturation)
(2) Emotional blocks: fears and emotions that keep us from using our creative potential
(3) Cultural and environmental blocks: cultural taboos, tradition, and societal norms that exclude other methods of problem solving.
(4) Intellectual and expressive blocks: using the wrong strategies to solve problems, inflexible, and not having enough correct info. |
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Term
| Burt Nanus - Four Characteristics of Effective Visions |
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Definition
1. An effective vision attracts commitment and energizes people
2. Creates meaning for followers
3. Establishes a standard of excellence
4. Bridges the present and the future |
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Term
| Five Key Dimensions of Organizational Trust - Pam Shockley-Zalaback, Kathy Ellis, and Ruggero Cesaria: |
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Definition
1. Competence
2. Openness and honesty
3. Concern for employees
4. Reliability
5. Identification |
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Term
| Harrison Trice and Janice Beyer - Five Key Components of Charisma (based on Weber) |
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Definition
1. A leader with extraordinary, almost magical, talents
2. An unstable or crisis situation
3. A radical vision for providing a solution to the crisis
4. A group of followers attracted to the extraordinary leader because they believe they are linked through the leader to powers that exceed usual limits
5. A validation, through repeated success, of the extraordinary leader’s talents and power |
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Term
| Robert House & Bernard Bass’ - Three Proposition Categories About Charismatic Leaders: |
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Definition
1. Leader Behaviors
2. Leader/ follower relations
3. Elements of the charismatic situation |
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Term
| Jay Konger and Rabindra Kanungo Five Behaviors That Encourage Followers To Attribute Charismatic Characteristics To Leaders (Attribution Approach): |
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Definition
1. Possess a vision that is unique yet attainable
2. Act in an unconventional, counternormative manner (be different, transcend existing societal , org, or group order)
3. Demonstrate personal commitment and risk taking
4. Demonstrate confidence and expertise
5. Demonstrate personal power |
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Term
| Robert Richardson & Katherine Thayer - Three Core Functions Of Communication Charismatic Leaders Excel in: |
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Definition
1. Charismatics as relationship builders
2. Charismatics as visionaries
3. Charismatics as influence agents |
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Term
| Bass and Avolio - Three Corollaries of Transformational Leadership |
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Definition
1. Transformational leaders are more effective than leaders adopting a more transactional approach
2. Transformational leadership adds value to transactional leadership, but the inverse is not true
3. Whatever the country, when people thing of leadership, their prototypes and ideals are transformational |
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Term
| John French and Bertram Raven’s - Five Primary Sources Of Power: |
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Definition
1. Coercive power: the ability to administer punishment or to give negative reinforcements. Most effective when those subject to this form of power are aware of expectations and are warned in advance about the penalties for failure to comply (must carry punishment through).
2. Reward Power: the ability to deliver something of value to others. Rewards must be desirable and attractive to serve as a sufficient motivator (changeover example)
3. Legitimate Power: resides in the position rather than in the person (ex. Judges, police officers, supervisors)
4. Expert Power: resides in the individual rather then the position (opposite of legitimate power). Based on how individual’s supply needed information and skills (even a janitor is an expert).
5. Referent Power: is role model power. Depends on feelings of affection, esteem, and respect for another individual. |
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Term
| 6 Types of Powerless Talk |
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Definition
1. Hesitations (uh, ah, well, um, you know)
2. Hedges (kinda, I think, I guess)
3. Tag Questions (isn’t it? Wouldn’t it?)
4. Disclaimers (don’t get me wrong, but; I know this sounds crazy, but)
5. Accounts (excuses or justifications)
6. Side Particles (like, simply, that is) |
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Term
| 5 Reasons Leaders Share Power |
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Definition
1. Increases the job satisfaction and performance of employees
2. Fosters greater cooperation among group members
3. Collective survival (flat org structure)
4. Helps personal growth and learning (empowerment)
5. Prevents power abuses |
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Term
| Components of the Empowerment Process |
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Definition
1. Modifying the Environment
2. Building Intrinsic Motivation
3. Supplying Resources |
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Term
| Four Factors of Intrinsic Motivation |
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Definition
1. Meaning
2. Choice/Self-Determination
3. Competence
4. Impact |
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Term
| The Eight Orpheus Principles |
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Definition
(1) Put power in the hands of the people doing the work
(2) Encourage individual responsibility
(3) Create clarity of roles and functions
(4) Share and rotate leadership
(5) Foster horizontal teamwork
(6) Learn to listen, learn to talk
(7) Seek consensus
(8) Dedicate passionately to your mission |
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Term
| Three Stages of Superleadership |
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Definition
(1) Changing organizational structures: reduce hierarchy and specialization
(2) Changing organizational processes: redesign the way communication and materials flow
(3) Changing interpersonal communication patterns: use verbal and nonverbal behaviors to build follower confidence |
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Term
| Dimensions of Credibility |
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Definition
• Competence – knowledge of the topic at hand, intelligence, expertise, skill or good judgment
• Trustworthiness – character, honesty, consistency; rated most important leader quality by managers
• Dynamism – perceptions of a source’s confidence, activity, and assertiveness; communication of confidence in vision for the future |
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Term
| o Ellen Whitener’s 5 Sets of Behaviors that Foster the Perceptions of Trustworthiness in Manager-Employee Relationships: |
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Definition
| • Behavioral consistency • Behavioral integrity • Sharing and delegation of control • Communication • Demonstration of concern |
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Term
| James Kouzes and Barry Posner’s Credibility Building Practices |
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Definition
• Discovering yourself
• Increasing skills and confidence
• Appreciating constituents
• Affirming shared values
• Developing capacity
• Serving a purpose
• Sustaining hope |
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Term
| Compliance-Gaining Strategies |
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Definition
| verbal tactic used to get your way in face-to-face encounters |
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Term
| Kipnis and Schmidt’s “Iron Law of Power” |
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Definition
| • The greater the difference in power between the influencer and the target of the request, the greater probability that directive strategies will be used |
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Term
| Gary Yukl’s Common Managerial Influence Tactics: |
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Definition
• Rational persuasion = use of logical arguments
• Apprising = explaining the benefit of compliance
• Inspirational appeals = generating enthusiasm by appealing to values; arousing emotions
• Consultation = seeking suggestions for improvement
• Collaboration = providing resources and assistance
• Ingratiation = use of flattery and praise
• Personal appeals = appealing to feelings of loyalty
• Exchange = trading favors
• Coalition tactics = soliciting the aid of others or using the support of coworkers to convince the target
• Legitimating tactics = claiming the right or authority to make a request; aligning with organizational policy
• Pressure = demanding, threating, check up, reminding |
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Term
| Dominic Infante’s 5 skills that constitute argumentative competence: |
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Definition
1. Stating the controversy in proposition form
2. Inventing arguments
3. Presenting and defending your position
4. Attacking other positions
5. Managing interpersonal relations |
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Term
|
Definition
| From a specific example to a general conclusion |
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Term
| Two Types of Inductive Reasoning |
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Definition
1. Argument from example or generalization: picks out a specific example and from that reach a generalized conclusion
2. Argument from analogy: takes two different things and makes them analogous or makes comparisons |
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Term
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Definition
a. Literal analogy: compares two things from the same clas
b. Figurative analogy: compares two things from disparate backgrounds, but have lots of similarities (ex: football and war – violent, opposing sides, use strategy and uniforms) |
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Term
|
Definition
| From a general observation to a specific conclusion |
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Term
|
Definition
| Major premise, minor premise, conclusion |
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Term
| 2 Types of Deductive Reasoning |
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Definition
1. Argument from cause to effect (smoking → lung cancer)
2. Argument from sign: makes an observation from a particular signifier and from that draws a conclusion (if the flag is at half mask → conclusion that there is a national tragedy) |
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Term
| Steven Toulman Argument Model |
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Definition
1. Claim - what you're arguing
2. Evidence/Data - support of argument
3. Warrant - intellectual link btw claim and evidence
4. Qualifier - exceptions to the rule
5. Reservation - exceptions or the contingencies that reduce or nullify the accuracy of the claim
6. Additional Backing- additional evidence to back your warrant |
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Term
|
Definition
• Designative claim – answers the question “is it true?”
• Definitive claim – answers the question “what is it?”
• Actuative claim – answers the question “what should be done?”
• Evaluative claim – answers the question “what is the value or merit of the thing at hand?” |
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Term
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Definition
• Unequivocal warrant = absolutely true 100% of the time (icicles are forming, it must be 32 degrees or lower)
• Tentative warrant = not always true (ducks are flying south, so winter must be coming) |
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Term
|
Definition
• “An either/or” fallacy = if you can’t prove it right, it must be wrong; if you can’t prove it true, it must be false
• A false dichotomy |
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Term
| Argument to/from Authority |
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Definition
| Argument that a claim is true based on who said it |
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Term
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Definition
| Argument based on the idea that because something has always been done a certain way, it must continue as such |
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Term
| Appeal to Popular Approval |
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Definition
| Argues that because "everyone" is doing or agrees with a certain premise, you must as well |
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Term
|
Definition
• Character assassination
• Name calling |
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Term
|
Definition
• Non-response to a good argument; attacking a false position
• Smoke screen |
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Term
| Post Hoc (Ergo Procter Hoc) |
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Definition
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Term
|
Definition
| Faulty causation leading down a long road of generalizations (if this, then this, and then this; usually extreme resulting conclusion) |
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Term
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Definition
| Picking an inappropriate example to reach a generalized conclusion (bad inductive reasoning) |
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Term
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Definition
| Ridicule an argument as being unworthy of response |
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Term
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Definition
| Groups that have permeable boundaries and are interdependent with the environment |
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Term
| Carl Larson and Frank LaFasto: 3 Features of competent work-team members |
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Definition
o The possession of essential skills and abilities
o A strong desire to contribute
o The capability of collaborating effectively |
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Term
|
Definition
| Work group designed and structured for frequent replacement of members; rigidly structured so that a collection of people with no previous experience of working together can quickly form a productive work group |
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Term
|
Definition
| groups of individuals with diverse specialties and group memberships who are charged with implementing organizational plans or change |
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Term
|
Definition
| collections of individuals who have familiarity with a problem or issue and are asked in a somewhat non-structured format to describe the issue and make recommendations; formed to discuss problems but not to take responsibility for final recommendations or implementation of change |
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Term
|
Definition
| groups of individuals with similar professional backgrounds who interact regularly to innovate and improve performance; come together voluntarily with no reporting structure |
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Term
| Iverson and McPhee: 3 Basic Processes of Communities of Practice: |
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Definition
o Mutual engagement = level of communication
o Shared repertoire = knowledge/capabilities
o Negotiation of a joint enterprise = set of tasks |
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Term
|
Definition
• Characterized as “flat organization”
• Self managing teams are a cornerstone of this structure |
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Term
| Mulvey, Veiga, and Elsass: Top 6 self-limiting behaviors |
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Definition
o The presence of someone with expertise
o The presentation of a compelling argument
o Lacking confidence in one’s ability
o An unimportant or meaningless decision
o Pressure from others to conform to the team’s decision
o Dysfunctional decision-making climate |
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Term
| High Reliability Organizations |
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Definition
Organization in high-risk industries designed to mitigate failure and intervene in crises
• Focus on what can go wrong
• Simulations are used to practice communication strategies to guide action during crisis |
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Term
| Benne and Sheats: 3 Classifications of Group Communication Roles |
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Definition
o Group task roles = communication roles that help groups accomplish goals
o Group maintenance roles = communication roles that promote social support among group members
o Self-centered roles = communication roles that support individuals’ goals and may or may not be compatible with overall group goals and relationships |
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Term
| Littlejohn and Foss: 3 clusters of cultural differences important for function of diverse groups |
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Definition
• Individualism-collectivism
• Self-construal
• Face presentation |
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Term
| Leigh Thompson: 4 threats to creativity |
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Definition
• Social loafing
• Conformity
• Production blocking
• Downward norm setting |
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Term
| Jennifer Gibbs: 3 Tensions in Global Virtual Teams |
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Definition
• Autonomy-connectedness
• Inclusion-exclusion
• Empowerment-disempowerment |
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Term
| Trait Approach to Leadership/Management |
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Definition
Assumes that leaders possess innate traits that make them effective; commonly referred to as the “great-man theory”
- This theory has failed to define a stable set of characteristics associated with effective leadership |
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Term
| Steps in Negotiation as Joint Problem Solving |
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Definition
1. Separate the people from the problem
2. Focus on interests, not position
3. Invent options for mutual gain
4. Insist on objective criteria |
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Term
| Roloff, Putnam, and Anastasiou - Skills that produce high-quality solutions benefiting both parties |
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Definition
o Set specific and reasonably high goals
o Lower goals reluctantly
o Share information about priorities and make trade-offs among issues of differing importance
o Be aware of and control cognitive biases
o Be selectively contentious
o Signal concern about the opponents needs and interests |
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Term
| Reciprocal concessions strategy |
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Definition
| Persuaders make an extreme request and then back off, asking for less. The follow up request seems more reasonable, and the smaller request is viewed as a concession, so targets are likely to comply. |
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Term
| Ralph White & Ronald Lippitt (1960)- The Autocratic-to-Democratic Continuum |
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Definition
(1) Autocratic: makes decisions with little influence from others. Feels little responsibility for employee needs and relationships
(2) Democratic: manager involves followers in decision-making and preserve interpersonal relationships.
(3) Laissez-faire: manager behaves as a non-leader. Individuals and groups are expected to make their own decisions because of a hands-off approach from the leader. Little direct concern for individuals or groups. |
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Term
| The Blake and Mouton Managerial Grid |
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Definition
i. (1,1) Impoverished Management: leadership style characterized by a low concern for interpersonal relationships and task accomplishment
ii. (5,5) Middle-of-the-Road (Organization Man) Management: leader who balances task and people concerns; commonly referred to as compromise management or leadership
iii. (1.9) Country Club Management: leader or manager who emphasizes interpersonal relationships at the expense of goal achievement
iv. (9,1) Task (Authority-Obedience) Management: leader or manager who is concerned with goals or task achievement while exhibiting little concern for personal relationships; commonly referred to as autocratic leadership
v. (9,9) Team Management: the theoretical ideal. Team leaders exhibit high concern for both task and interpersonal relationships by emphasizing goal accomplishment while supporting people. |
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Term
| Larson and LaFaslo - Principled Leadership |
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Definition
| Leaderships that provides a consistent message, has a perspective for unleashing talent, practices ego suppression, and creates leaders |
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Term
| The Process of Superleadership- Manz & Sims |
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Definition
(1) Establishing a vision
(2) Defining goals for the leader and for the followers
(3) Reinforcing individuals for good performance
(4) Using constructive contingent reprimands
(5) Managing and facilitating change
(6) Enhancing the self-efficacy of followers
(7) Using models to teach desired and appropriate behaviors |
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Term
| Morreale, Hackman, and Johnson - Critical challenges that breed distrust: |
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Definition
• We-versus-them behaviors
• Lower employee commitment to productivity goals
• Fear and destructive behaviors
• Less favorable crises management
• It is expensive in the need for monitoring and surveillance |
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Term
|
Definition
| A positive approach to failure that views failure as the main issue to tackle. |
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