Term
| 360 degree (Multi-rater feedback) |
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Definition
Tools allow managers to get accurate information about how others perceived their on the job behaviors.
Add tremendous value when used for development purposes. |
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Term
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Definition
| A task where the group’s output simply involves the combination of individual outputs. |
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Term
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Definition
Refers to one's tendency to react to stimuli in consistent emotional manner.
-Negative and Positive Affectivity |
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Term
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Definition
| can satisfy more than one need at a time |
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Term
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Definition
| Degree to which a job provides an individual with some control over what and how he does it. |
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Term
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Definition
Transformational leaders
Transactional leaders
(Transformational and transactional leadership consists of two independent leadership dimensions.)
Multi-factor Leadership Questionnaire |
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Term
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Definition
| diffusion of decision making throughout an organization. Company decision by 1 person is high in this. |
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Term
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Definition
| Goal settings, Expectancy theory, Equity theory, Self-efficacy |
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Term
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Definition
Leaders should make their behaviors contingent on certain aspects of the followers or the situation.
Implicitly assume that leaders can accurately asses key follower and situational factors.
Are all fairly limited in scope. |
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Term
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Definition
| Decision from lower level. |
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Term
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Definition
Followers who are relatively content are not apt to change; malcontents are much more likely to do something to change the situation.
Followers' emotions are the fuel for organizational change and can often require a considerable amount of fuel.
The key for leadership practitioners is to increase dissatisfaction to the point where followers are inclined to take action, but no so much that they decide to leave the organization. |
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Term
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Definition
Followers who are relatively content are not apt to change; malcontents are much more likely to do something to change the situation.
Followers' emotions are the fuel for organizational change and can often require a considerable amount of fuel.
The key for leadership practitioners is to increase dissatisfaction to the point where followers are inclined to take action, but no so much that they decide to leave the organization. |
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Term
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Definition
Allows the species to sense and adapt more quickly in rapidly changing environments.
Is essential to quality and survival in a rapidly changing world. |
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Term
Employee Turnover:
Functional Turnover |
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Definition
| Followers retiring, did not fit into the organization, or were substandard performers |
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Term
Employee Turnover:
Dysfunctional turnover |
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Definition
| occurs when the "best and brightest" in an organization becomes dissatisfied and leaves. likely occurs when downsizing is response to organizational decline. |
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Term
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Definition
Technological forces
Economic forces
Political forces
Social forces
Legal forces
These factors often create anxiety and therefore cause an increase in employees' security needs. |
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Term
| Environmental characteristics |
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Definition
| Situational factors outside the task or organization that still affect the leadership process. |
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Term
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Definition
| Assumes that people value fairness in leader–follower exchange relationships. |
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Term
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Definition
| Assumes that people act in ways that maximize their expectations of attaining valued outcomes. |
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Term
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Definition
| Degree to which a person accomplishing a task receives information about performance from performing the task itself. |
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Term
| Fielders Contingency Model |
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Definition
| Leader effectiveness is primarily determined by selecting the right kind of leader for a certain situation or changing the situation to fit the particular leaders style. |
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Term
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Definition
| to have a predicable path |
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Term
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Definition
Satisfaction of Followers
Followers perception of their own abilities |
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Term
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Definition
| Programs provide a services similar to those of informal coaching for executives and managers in leadership positions. Starts with 360 eval. |
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Term
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Definition
| when organizations assign a relatively inexperienced but high potential leader in one of the top executives in the company |
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Term
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Definition
| Degree of standardization in an organization. Increase with size. |
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Term
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Definition
| First stage: Polite conversation, superficial information on fellow members, low trust |
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Term
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Definition
Goals are the most powerful determinants of task behavior.
Pygmalion Effect
Golem Effect |
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Term
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Definition
Two or more persons interacting with one another in a manner that each person influences and is influenced by each other person.
interact and influence each other. |
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Term
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Definition
| The glue that keeps a group together. |
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Term
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Definition
| Sets of expected behaviors associated with particular jobs or positions. |
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Term
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Definition
| People in highly cohesive groups often become more concerned with striving for unanimity than in objectively appraising different courses of action. |
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Term
| Herzberg labeled work hygiene factor as? |
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Definition
| dissatisfaction-may engage in diverse sorts of counterproductive behaviors |
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Term
| Herzberg labeled work motivators as? |
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Definition
| satisfaction-more likely to engage in organizational citizenship behaviors. |
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Term
Hezberg's Two Factor Theory
Hygiene factors |
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Definition
| Supervision, Working conditions, co-workers, Pay, policies/procedures, job security |
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Term
Hezbergs Two Factor Theory
Motivators |
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Definition
| Achievement, Recognition, The Work Itself, Responsibility, Advancement and growth |
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Term
| Hogan and Warrenfelz Model |
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Definition
Allows people to see connections between various competnecy models
Makes predictions concerning level of difficulty in changing various leadership behaviors and skills
Points out what behaviors leaders muct exhibit to be effective. |
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Term
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Definition
refers to the number of "boxes" at any particular organizational complexity. The greater the number of boxes at a given level the greater horizontal complexity.
also increase likelihood for communication breakdowns between subunits. |
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Term
| How can Leaders can change culture? |
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Definition
| attending to or ignoring particular issues, problems, or projects.* |
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Term
| How to change or modify culture? |
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Definition
Attending to or ignoring particular issues, problems or projects.
Reactions to crisis, rewarding new or different kinds of behavior, eliminating previous punishments or negative consequences for certain behaviors. |
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Term
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Definition
| Takes place whenever a leader helps followers to change their behaviors. |
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Term
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Definition
| building a long term relationship based on friendship, similar interest, and mutual respect |
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Term
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Definition
Individual Characteristics
Team Factors
Organizational Systems |
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Term
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Definition
| How much one likes a specific kind of job or work activity |
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Term
| Key distinguisher between effective and ineffective leaders are: |
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Definition
Everyday behavior
Can be observed
Certain traits, values, or attitudes may contribute.
The followers and the situation |
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Term
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Definition
Degree of coordination or synchronization required between organizational units in order to accomplish work-group or organizational goals.
Leaders are more likely to use rational persuasion as an influence tactic when the level of lateral interdependence is high |
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Term
| Leaders can modify culture |
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Definition
Through their reactions to crisis
By rewarding new or different kinds of behavior
By eliminating previous punishments or negative consequences for certain behaviors. |
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Term
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Definition
| Leaders may use varying styles with different subordinates and differing styles with the same subordinates in different situations. |
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Term
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Definition
| Being more concerned with doing the right thing and management is being more concerened with doing things right. |
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Term
| Leadership and management skills |
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Definition
| both are needed to successfully implement any change effort. |
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Term
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Definition
| Aligning organizational systems and follower behavior around a new organizational vision. |
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Term
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Definition
| One’s hierarchical level in an organization. |
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Term
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Definition
| Subordinates have in decision making can and does vary substantially depending on the issue. |
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Term
| Maslow's Hierarchy of need |
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Definition
| Physiological needs, Security need, Belongingness needs, Esteem needs, Self-actualization needs |
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Term
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Definition
| Personal relationship in which a more experienced mentor acts as a guide, role model, and sponsor of a less experienced protégé. |
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Term
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Definition
Four components:
Environmenal scanning
Vision
Setting new goals to support the vision
Identifying needed system changes-systems thinking approach and siloed thinking. |
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Term
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Definition
| Anything that provides direction, intensity, and persistence to behavior. |
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Term
| Multi-factor Leadership Questionnaire |
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Definition
| Assesses extent of transformational or transactional leadership and extent of followers satisfaction with and belief in effectiveness of their leader. |
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Term
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Definition
| used to note self-debilitating beliefs. They give up in the face of difficulty. |
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Term
| Normative decision model-Vroom and Yetton Developed |
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Definition
| Designed to improve some aspects of leadership effectiveness. Directed solely at determining how much input subordinates should have in the decision making process. |
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Term
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Definition
| third stage: Clear emergence of leader, and development of group norms |
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Term
| Ohio State University Developed |
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Definition
| The Leader Behavior Description Questionnaire (LBDQ) and identified consideration and initiating structure. |
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Term
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Definition
| When illegal actions are taken by overly zealous and loyal subordinates who believe that what they are doing will please their leaders. |
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Term
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Definition
Reward
Punishment
Contingent rewards or punishments
Noncontingent rewards and punishments
Extinction |
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Term
Organizational Competency Model:
Business Skills |
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Definition
| analyzing issues, making decisions, financial savvy, and competencies |
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Term
Organizational Competency Model:
Interpersonal Skills |
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Definition
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Term
Organizational Competency Model:
Leadership Skills |
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Definition
| Building teams and getting results through others |
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Term
Organizational Competency Models:
Intrapersonal Skills |
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Definition
| adapting to stress, goal orientation, and adhering to the rules |
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Term
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Definition
Interactional Justice
Distributive justice
Procedural justice |
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Term
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Definition
| Members’ subjective reactions about the organization |
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Term
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Definition
| System of shared backgrounds, norms, values, or beliefs among members of a group. |
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Term
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Definition
| The way an organization’s activities are coordinated and controlled, and represents another level of the situation in which leaders and followers must operate. |
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Term
| Organizational structure 3 terms |
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Definition
Complexity-Horizontal, vertical, and spatial
Formalization
Centralization |
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Term
| Organizational systems are |
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Definition
| fairly resistant to change. |
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Term
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Definition
Outcomes are acceptable to stakeholders.
Future capability of the team improves.
Individuals are satisfied |
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Term
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Definition
| Tendency of highly cohesive groups to erect what amount to fences or boundaries between themselves and others. |
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Term
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Definition
| Deals with expectancy, a cognitive approach to understanding motivation where people calculate effort to performance probabilities, performance-to-outcome probabilities, and assigned valences or values to outcome. |
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Term
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Definition
| Behaviors directed toward the organization’s mission or goals, or the products and services resulting from those behaviors |
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Term
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Definition
| Forth Stage: when group members played functional,interdependent roles that were focused on the performance of group task. |
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Term
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Definition
| used to note beliefs where people feel confident that they have the power to create desired effects |
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Term
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Definition
What's going on?
P-1 Effort
P-2 Knowledge & Skills
P-3 Strategy
P-4 Group Dynamics (interactions among members) |
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Term
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Definition
The change initiative becomes tangible and actionable because it consists of the development and execution of the change plan.
Change will only occur when the action steps outlined in the plan are actually carried out.
The best way to get follower committed to a change plan is to have them create it.
Leaders who address shifts in styles and inappropriate behaviors in a swift and consistent manner are more likely to succeed with their change initiatives. |
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Term
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Definition
| Inefficiencies created by more and more people working together. |
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Term
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Definition
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Term
| Rational Approach to Organizational Change |
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Definition
C=D x M x P > R
D-Dissatisfaction
M-Model
P-Process
R-Resistance
C-Amount of change |
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Term
| Relationship Behaviors-Situational Leadership |
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Definition
| How much the leader engages in two-way communication, such as listening, encouraging, facilitating, and clarifying, explaining why the task is important and giving support |
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Term
| Relationship Roles:Encouraging |
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Definition
| Supporting and praising others, showing appreciation for others' contributions, being warm and friendly |
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Term
| Relationship Roles:Gate keeping |
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Definition
| Assuring even participation by all group members, making sure that everyone had a chance to be heard and that no individual dominates |
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Term
| Relationship Roles:Harmonizing |
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Definition
| Resolving interpersonal conflicts, reducing tension |
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Term
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Definition
| A leader’s behavior depends on a leader’s perceptions of several critical aspects of the situation |
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Term
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Definition
| Concerns one’s core beliefs about being able to successfully perform a given task. |
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Term
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Definition
| Task, formal authority system, primary work group |
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Term
| Situational Favor-ability |
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Definition
| The amount of control the leader has over the followers. |
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Term
| Situational Leadership Model-Follower Readiness |
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Definition
A followers ability and willingness to accomplish a particular task.
Not a personal characteristic but how ready and individual is to perform a task. |
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Term
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Definition
| Degree to which a job involves performing a variety of different activities or skills. |
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Term
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Definition
| People increasing their level of work due to the presence of others. |
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Term
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Definition
| Phenomenon of reduced effort by people when they are not individually accountable for their work. |
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Term
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Definition
| geographical dispersion. hard face to face communications. |
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Term
| Stages of Group Development |
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Definition
Forming
Storming
Norming
Performing |
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Term
| Stages of the Team Effectiveness Leadership Model (TLM): |
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Definition
Input
Process
Process measures
Group dynamics
Output |
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Term
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Definition
| second stage:Intragroup conflict, heightened emotional levels, and status differentiation |
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Term
| Task Role: Information Seeking |
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Definition
| Asking questions, seeking relevant data or views |
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Term
| Task Roles: Information Sharing |
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Definition
| Providing data, offering opinions |
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Term
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Definition
| Defining the problem, suggesting activities, assigning tasks |
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Term
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Definition
| Assessing validity of assumptions, quality of information, reasonableness of recommendations |
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Term
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Definition
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Term
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Definition
| Reviewing and Integrating others' points checking for common understanding and readiness for action. |
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Term
| Task behaviors-Situational leadership |
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Definition
| The extent to which the leader spells out the responsibilities of an individual group. What to do, how and when to do it. |
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Term
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Definition
| Degree to which a situation or task requires completion of a whole unit of work from beginning to end with a visible outcome. |
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Term
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Definition
| typically is greater with teams than with groups |
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Term
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Definition
Degree to which tasks require coordination and synchronization for work groups or teams to accomplish desired goals.
can also dictate which leader behaviors will be effective in a particular situation. |
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Term
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Definition
| Degree to which a job substantially impacts others’ lives. |
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Term
| Tasks with high levels of interdependence place |
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Definition
| a premium on leaders’ organizing and planning, directing, and communication skills. |
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Term
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Definition
have a stronger sense of identification among themselves than group members do.
have common goals or tasks.
often have more differentiated and specialized roles than group members.
Often have more differentiated and specialized roles than group members.
can be considered as highly specialized groups. |
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Term
| The People, what leaders look for? |
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Definition
| Skills, knowledge, experience, expectations, needs, preferences |
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Term
| The four contingency theories of leadership |
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Definition
Normative decision model
Situational leadership model
Contingency model
Path-goal theory |
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Term
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Definition
| Believed to motivate followers by setting goals and promising rewards for desired performance. |
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Term
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Definition
| More successful due to followers heightened emotional levels and willingness to work toward. |
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Term
University of Michigan-
Identified 2 dimensions for effective group performance |
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Definition
Job centered dimensions and employee centered dimenion
(These dimensions were at opposite ends of the spectrum) |
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Term
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Definition
| number of hierarchical levels appearing on an organizational chart. 10 or more levels. |
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Term
| What is most important in Equity Theory? |
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Definition
| Relationship between the two ratios |
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Term
| Why do people leave an organization? |
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Definition
Limited Recog and Praises:34%
Compensation:29%
Limited Authority:13%
Personal Conflicts:8%
Other:16% |
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Term
| why do people stay in an organization? |
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Definition
Promises of long-term employment:82%
Supports training and education:78%
Hires hard-working, smart people:76%
Encourages fun, collegial relation:74%
Bases job eval on innovation: 72% |
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