Term
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Definition
| the process of influencing an organized group toward accomplishing its goals. |
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Term
| Three main components of leadership |
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Definition
- influence process
- group/social phenomenon
- goal directed (ideally a common goal) |
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Term
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Definition
| the capacity of one party to influence another party |
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Term
| What is the difference between leadership and power? |
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Definition
Leadership = the process of influencing
Power = the capacity to influence |
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Term
| What are the three components to the Key Variables in Leadership Theory? |
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Definition
- leader
- followers
- situation |
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Term
| What are the five types of followers in Kelley's Followership Model? |
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Definition
- alienated
- exemplary
- passive
- conformist
- pragmastist |
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Term
| What are the traits associated with Kelley's Followership Model? |
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Definition
- independent, critical thinking
- dependent, uncritical thinking
- passive
- active |
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Term
| Kelley's Followership Model (picture for reference) |
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Definition
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Term
| Key Variables in Leadership Theory (picture for reference) |
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Definition
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Term
| The Spectrum of Process Complexity options for situational factors |
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Definition
- simple
- complicated
- complex
- anarchy/chaotic |
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Term
| The Spectrum of Process Complexity axis titles |
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Definition
- requirements
- technology |
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Term
| The Spectrum of Process Complexity (picture for reference) |
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Definition
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Term
| What are the five elements of management? |
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Definition
- controlling
- planning
- organizing
- staffing
- directing |
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Term
| Elements of Management (picture for reference) |
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Definition
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Term
| Leader vs. manager contraindications |
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Definition
- derogatory to managers, creates stereotypes
- both roles are important in effectiveness
- some leaders may see management below their level |
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Term
| Leader vs. manager differences (graph) |
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Definition
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Term
| What are the six components of leadership effectiveness? |
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Definition
1.) attainment of goals
2.) followers' affective state
3.) followers' attitudes & perceptions toward the leader
4.) group characteristics
5.) change
6.) legacy |
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Term
| What are the two most important components to leadership effectiveness? |
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Definition
1.) attainment of goals
2.) followers' affective state |
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Term
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Definition
| team or organization performance (sales, profits, market shares, etc.) |
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Term
| Followers' Affective State |
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Definition
- satisfaction/dissatisfaction
- absenteeism |
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Term
| Followers' Attitudes & Perceptions Toward the Leader |
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Definition
- respect/admiration for the leader
- trust
- hostility |
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Term
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Definition
- group cohesion
- member cooperation
- member commitment
- team-efficacy |
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Term
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Definition
- adaptable to change
- leads change |
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Term
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Definition
| long-term effects after the leader is gone |
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Term
| Luthan's "Activities of Real Managers" (photo) |
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Definition
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Term
| Traits of an effective leader |
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Definition
- focus on the work
- focus on employees/followers
- satisfied and productive employees
- take care of employees/followers |
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Term
| Traits of successful leaders |
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Definition
- focus on politics and networking
- promoted quickly
- network without outsiders
- take care of supervisor |
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Term
| What are McClelland's three needs? |
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Definition
- affiliation
- achievement
- power |
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Term
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Definition
| more interested in being liked than in getting things done |
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Term
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Definition
| primarily motivated by a need for achievement (for themselves) |
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Term
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Definition
| motivated to reach higher positions of power and influence people |
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Term
| Findings of McClelland's study |
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Definition
| managers with higher need for power achieved higher positions within the company AND were most effective in accomplishing jobs |
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Term
| What was found in the Marmot "Study on British Civil Servants"? |
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Definition
| lower ranked employees have higher age-adjusted mortality risk |
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Term
| Why do higher ranked employees have lower age-adjusted mortality risks? |
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Definition
| - greater degree of job control - less feelings of helplessness and stress - possibly greater access to wealth and other resources |
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Term
| What are the three biggest obstacles to achieving power? |
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Definition
1.) Just World Hypothesis
2.) Leadership literature
3.) Self-handicapping beliefs & behaviors |
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Term
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Definition
- belief that the world is a just and fair place
- belief that everyone gets what he or she deserves |
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Term
| What are the two problems with the Just World Hypothesis? |
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Definition
- hinders people's ability to learn from all situations and all people
- prevents you from being proactive in building a power base |
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Term
| Why is leadership literature an obstacle to achieving power? |
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Definition
- self-aggrandizement
- leadership books are inspirational stories |
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Term
| What are some self-handicapping beliefs and behaviors? |
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Definition
- desire to feel good about oneself and your abilities
- avoiding failure
- not seeking help |
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Term
| What is the importance of networking? |
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Definition
- need for information
- dependence on multi-person cooperation
- problem solving assistance
- innovative change assistance |
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Term
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Definition
- talking with people at events
- community service activities
- joining social and professional groups
- attending professional programs
- a perpetual activity
- importance of weak ties |
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Term
| Weak ties (photo for reference) |
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Definition
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Term
| Social Capital Definition |
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Definition
| it is the aggregate of the actual or potential resources which are linked to possession of a durable network of institutionalized relationship of mutual acquaintance or recognition |
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Term
| Benefits of social capital |
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Definition
- find better jobs, and faster
- are more likely to be promoted
- close deals more rapidly
- receive higher performance evaluations
- higher bonuses
- enhance performance of their teams
- sources of diverse information
- help with innovation |
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Term
| What are the six bases of power (French & Raven)? |
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Definition
- legitimate
- reward
- coercive
- information
- expert
- referent |
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Term
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Definition
| based upon one's position in the group, power comes with the title |
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Term
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Definition
| ability to deliver positive consequences or to remove negative consequences (may be perceived as a briber [negative]) |
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Term
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Definition
| ability to deliver negative consequences or to remove positive consequences |
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Term
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Definition
| having some information that others want or need |
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Term
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Definition
| having necessary competence or knowledge |
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Term
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Definition
| group members look up to and want to be like the leader |
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Term
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Definition
- legitimate
- reward
- coercive
- information |
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Term
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Definition
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Term
| Reactions to Power (picture) |
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Definition
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Term
| What are the three influence outcomes? |
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Definition
- commitment
- compliance
- resistance |
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Term
| What types of power make effective leaders? |
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Definition
- more expert and referent power
- rely on personal power more than position power (less susceptible to misuse) |
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Term
| What "will" qualities help to enhance power? |
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Definition
- ambition
- energy
- focus
- determination/persistence
- resilience |
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Term
| What "skill" qualities help to enhance power? |
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Definition
- self-knowledge/self-reflection
- confidence
- erect posture
- empathetic understanding of others (ability to "read" people)
- ability to tolerate and manage conflict |
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Term
| Susan Fiske's Research on Perception (photo for reference) |
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Definition
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Term
| Susan Fiske's Research on Perception findings |
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Definition
- warmth and competence are often viewed as negatively correlated (more so in women)
- intelligence and niceness are perceived as negatively correlated |
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Term
| How do you differentiate and stand out? |
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Definition
- first impression effect
- build relationships and networks
- find your niche
- being proactive
- take reasonable risks |
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Term
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Definition
| we prefer the "familiar" or what we remember |
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Term
| What are the nine influence tactics likely to be relevant to a manager's effectiveness? |
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Definition
1.) rational persuasion
2.) inspirational appeal
3.) consultation
4.) ingratiation
5.) exchange
6.) personal appeal
7.) coalition
8.) legitimating
9.) pressure |
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Term
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Definition
| using logical arguments and factual evidence to persuade a target that a proposal or request is worthwhile |
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Term
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Definition
| attempting to put a target in a good mood or to think favorably or you before making a request |
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Term
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Definition
| influencing a target to do something in exchange for a special favor or benefit |
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Term
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Definition
| appealing to the target's feelings of loyalty and friendship to influence the target to do something unusual or extra as a special favor |
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Term
|
Definition
| using demands, threats, frequent checking, or persistent reminders in an attempt to influence a target to carry out a request |
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Term
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Definition
| making a request or proposal that inspires enthusiasm by appealing to a target's values, ideals, and aspirations, or increasing the target's confidence that he or she can do the requested task |
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Term
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Definition
| seeking a target's participation in planning a strategy, activity, or change for which the target's support and assistance are desired or modifying a proposal to deal with the target;s concerns and suggestions |
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Term
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Definition
| enlisting the aid or endorsement of other people to influence the target to do what you want |
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Term
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Definition
| seeking to establish the legitimacy of a request by claiming the authority to make it or by verifying that it is consistent with organizational policies, rules, or traditions |
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Term
| Effectiveness of Influence Strategies for Commitment (in order from best to worst) |
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Definition
1.) inspiration
2.) consultation
3.) personal appeal
4.) ingratiation
5.) rational persuasion and exchange
6.) pressure and legitimizing |
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Term
| Characteristics of inluence |
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Definition
- person exerting influence
- person receiving influence
- influence attempt/process |
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Term
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Definition
| perceived ability to know valid information and perceived motivation to communicate this knowledge without bias |
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Term
| Attractiveness components of a person |
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Definition
- physical appearance
- liking
- similarity
- competence (especially if flawed) |
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Term
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Definition
| basically a theory of attitude change |
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Term
|
Definition
- self-esteem
- involvement
- forewarning
- distraction
- intelligence |
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Term
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Definition
| the lower the self-esteem, the easier influence |
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Term
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Definition
| how much you care about the issue affects how closely you scrutinize the message |
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Term
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Definition
| being forewarned of an influence attempt raises reactance |
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Term
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Definition
| those who are distracted from the content of the message are more persuadable |
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Term
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Definition
| moderately intelligent people are easier to persuade than low and high intelligence |
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Term
| What are the three types of job performance? |
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Definition
- task performance
- organizational citizenship behaviors
- counterproductive work behaviors |
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Term
| Task Performance Definition |
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Definition
| employee behaviors that are directly related to transformation of organizational resources into products and services |
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Term
| Task performance sub divisions (3) |
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Definition
- routine
- adaptive
- creative |
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Term
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Definition
| task demands that occur in a normal. routine or predictable way |
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Term
| Adaptive Task Performance |
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Definition
| task demands are novel, unusual or unpredictable |
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Term
| Creative Task Performance |
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Definition
| developing ideas or products or outcomes that are both novel and useful |
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Term
| Organizational Citizenship Behaviors Definition |
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Definition
| discretionary behaviors that are not part of an employee's formal job requirements but that nevertheless promotes the effective functioning of the organization |
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Term
| What are the five dimensions of organizational citizenship behaviors? |
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Definition
1.) altruism
2.) courtesy
3.) conscientiousness
4.) civic virtue
5.) sportsmanship |
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Term
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Definition
| helping a colleague with an organizational task with no expectation of personal benefit |
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Term
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Definition
| keeping coworkers informed, not being secretive |
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Term
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Definition
| behaviors that go above and beyond the minimum role requirements for the job |
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Term
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Definition
| behaviors indicating acceptance and adherence to organizational procedures, policies, and regulations |
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Term
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Definition
| having a positive attitude towards coworkers. Behaviors showing that an employee is willing to cope with a less than ideal environment without complaining or causing problems |
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Term
| Other types of Organization Citizenship Behaviors (2) |
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Definition
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Term
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Definition
| speaking up and offering constructive suggestions |
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Term
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Definition
| representing the organization in a positive way when out in public |
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Term
| Organizational vs Interpersonal OCB's |
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Definition
ORG: voice, civic virtue, boosterism
INT: helping, courtesy, sportsmanship |
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Term
| Is job satisfaction a strong indicator that an employee will engage in organization citizen behaviors? |
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Definition
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Term
| What things are positively correlated to organization citizenship behaviors? |
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Definition
- feedback
- intrinsic satisfaction
- transformational leadership
- path-goal theory of leader ship |
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Term
| What are the outcomes of OCB? |
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Definition
- increased performance and success
- increased evaluation levels for those participating in such behaviors |
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Term
| Counterproductive work behaviors (4) |
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Definition
- property deviance
- production deviance
- political deviance
- personal aggression |
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Term
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Definition
| behaviors that harm the organization's assets and possessions (sabotage, theft) |
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Term
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Definition
| reducing efficiency of work output (wasting resources, substance abuse) |
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Term
|
Definition
| intentional disadvantage toward other individuals (gossip, incivility) |
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Term
|
Definition
| hostile verbal and physical actions directed toward other employees (harassment, abuse) |
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Term
| Counterproductive Work Behaviors (picture for reference) |
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Definition
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Term
| Organizational Commitment Definition |
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Definition
| individual's psychological attachment to the organization |
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Term
| What are the three components of organizational commitment? |
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Definition
| - continuance - normative - affective |
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Term
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Definition
| continue working for an organization because you cannot afford to leave (NEED) |
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Term
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Definition
| continue working for an organization because you face pressure from others to remain (OUGHT) |
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Term
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Definition
| continue working for an organization because you agree with it and desire to remain there (WANT) |
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Term
| What are the two types of withdrawal behavior categories? |
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Definition
- psychological (neglect)
- physical (exit) |
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Term
|
Definition
- daydreaming
- socializing (instead of working)
- looking busy
- moonlighting
- cyberloafing |
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Term
|
Definition
- tardiness
- long breaks
- missing meetings
- absenteeism
- quitting |
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Term
| What are the four types of employees? |
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Definition
- stars
- citizens
- lone wolves
- apathetics |
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Term
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Definition
| respond to events with voice because they have the desire to improve status quo and the credibility to inspire change |
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Term
|
Definition
| respond to events with loyalty because they may lack credibility to bring about change |
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Term
|
Definition
| likely to respond to events with exit |
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Term
|
Definition
- exert minimum level of effort to keep their jobs
- respond to events with neglect because they aren't marketable outside |
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Term
| Task Performance vs. Org Commitment Table (photo for reference) |
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Definition
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Term
| Job Satisfaction Definition |
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Definition
| pleasurable emotional state resulting from the appraisal of one's job or job experiences |
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Term
|
Definition
| Hygeine-Motivator Findings |
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Term
| What are hygiene factors? |
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Definition
| factors that can cause dissatisfaction in your job, lack of dissatisfaction does not necessarily mean satisfaction |
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Term
| What are motivator factors? |
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Definition
| factors that can cause satisfaction in your job, lack of does not necessarily mean dissatisfaction |
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Term
| Examples of motivator factors |
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Definition
- achievement
- recognition
- work itself
- responsibility
- advancement
- growth |
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Term
| Examples of hygiene factors |
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Definition
- company policy & admin
- supervision
- work relationships
- work conditions
- salary
- personal life
- status
- security |
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Term
| The value theory equation finds what variable? |
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Definition
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Term
| What is the equation for dissatisfaction? |
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Definition
| (Vwant - Vhave) * (Vimportance) |
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Term
| What does the dispositional model tell us about job satisfaction? |
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Definition
| overall, someone's disposition toward job satisfaction (positive or negative) will not change |
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Term
|
Definition
| match between what individuals value and what they get from their jobs |
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Term
| Social Information Processing Definition |
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Definition
- adopt others' attitudes and behaviors
- based on others' cues
- Social Contagion of Emotions |
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Term
| Consequences of Job Dissatisfaction |
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Definition
- voluntary turnover
- absenteeism
- accidents and injuries
- theft
- job performance
- company performance |
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Term
| What has more effect on the other? Job satisfaction or job performance? |
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Definition
| Job performance has a bigger impact on job satisfaction than the other way around |
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Term
|
Definition
| set of processes that arouse, direct, and maintain human behavior toward attaining some goal |
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Term
| What are the three key elements of motivation? |
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Definition
- intensity
- direction
- persistence |
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Term
|
Definition
| how hard the person tries |
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Term
|
Definition
| orientation that benefits the organization |
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Term
|
Definition
| measure of how long a person can maintain his/her effort |
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Term
|
Definition
| extent to which people are absorbed with, committed to, and enthusiastic about their assigned work tasks |
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Term
| Form of Productivity Definition |
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Definition
| the best leaders may be those who can motivate workers to perform at a high level while maintaining an equally high level of employee engagement and job satisfaction |
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Term
| KEY EQUATION FOR HIGH PERFORMACE |
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Definition
| motivation * ability * opportunity |
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Term
| What are the five motivational approaches? |
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Definition
- motives/needs
- achievement orientation
- goal setting
- operant approach
- empowerment |
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Term
|
Definition
| satisfy needs to change behavior |
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Term
|
Definition
| posses certain personality traits |
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Term
|
Definition
| set goals to change behavior |
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Term
|
Definition
| change rewards and punishments to change behavior |
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Term
|
Definition
| give people autonomy and latitude to increase their motivation for work |
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Term
| Maslow's Original Hierarchy of Needs |
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Definition
1.) biological
2.) safety
3.) love and belongingness
4.) esteem
5.) self-actualization |
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Term
| Maslow's Extended Hierarchy of Needs |
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Definition
1.) biological
2.) safety
3.) love and belongingness
4.) esteem
5.) cognitive
6.) aesthetic
7.) self-actualization
8.) transcendence |
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Term
| Biological/physiological needs |
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Definition
| air, food, drink, shelter, warmth, sex, sleep, etc. |
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Term
|
Definition
| protection from elements, security, order, law, stability, etc. |
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Term
| Love and belongingness needs |
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Definition
| friendship, intimacy, trust and acceptance, receiving and giving affection and love. Affiliating, being part of a group (family, friends, work). |
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Term
|
Definition
| self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc. |
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Term
|
Definition
| knowledge and understanding, curiosity, exploration, need for meaning and predictability. |
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Term
|
Definition
| appreciation and search for beauty, balance, form, etc. |
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Term
|
Definition
| realizing personal potential, self-fulfillment, seeking personal growth and peak experiences |
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Term
|
Definition
| helping others to achieve self actualization |
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Term
| What component of the Big Five Factor/OCEAN model is achievement orientation related to? |
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Definition
|
|
Term
| Achievement Orientation Definition |
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Definition
| a person's tendency to exert effort toward task accomplishment depends partly on the strength of his/her motivation to achieve success |
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