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Definition
The capacity to do mental activities.
Number aptitude
Verbal comprehension
Perceptual speed
Inductive reasoning
Deductive reasoning
Spatial visualization
Memory |
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| Intelligence contains four subparts: cognitive, social, emotional, and cultural. |
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| Biographical Characteristics |
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| Personal characteristics—such as age, gender, race and tenure—that are objective and easily obtained from personnel records. |
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| Any relatively permanent change in behavior that occurs as a result of experience. |
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| A type of conditioning in which an individual responds to some stimulus that would not ordinarily produce such a response. |
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Definition
A type of conditioning in which desired voluntary behavior leads to a reward or prevents a punishment.
Reflexive (unlearned) behavior
Conditioned (learned) behavior
Reinforcement |
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| People can learn through observation and direct experience. |
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| Systematically reinforcing each successive step that moves an individual closer to the desired response. |
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| Providing a reward for a desired behavior. |
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| Removing an unpleasant consequence when the desired behavior occurs. |
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| Applying an undesirable condition to eliminate an undesirable behavior. |
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| Withholding reinforcement of a behavior to cause its cessation. |
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| A desired behavior is reinforced each time it is demonstrated. |
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| Intermittent Reinforcement |
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Definition
| A desired behavior is reinforced often enough to make the behavior worth repeating but not every time it is demonstrated. |
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Definition
| Rewards are spaced at uniform time intervals. |
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| Variable-Interval Schedule |
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| Rewards are initiated after a fixed or constant number of responses. |
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| Reward given at fixed amounts of output. |
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| Reward given at variable amounts of output. |
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| The application of reinforcement concepts to individuals in the work setting. |
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| A group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility. |
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| A group whose individual efforts result in a performance that is greater than the sum of the individual inputs. |
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| Groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency, and the work environment. |
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| Groups of 10 to 15 people who take on the responsibilities of their former supervisors. |
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| Employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task. |
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| Teams that use computer technology to tie together physically dispersed members in order to achieve a common goal. |
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| The degree to which members of a group share a common demographic attribute, such as age, sex, race, educational level, or length of service in the organization, and the impact of this attribute on turnover. |
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| Individuals who, as part of a group, hold a common attribute. |
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| A performance measure that includes effectiveness and efficiency. |
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| Meeting goals at a low cost. |
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| The voluntary and involuntary permanent withdrawal from an organization. |
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| The failure to report to work. |
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| Deviant Workplace Behavior |
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Definition
| Voluntary behavior that violates significant organizational norms and thereby threatens the well-being of the organization and/or any of its members. |
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| Organizational citizenship behavior (OCB) |
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Definition
| Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization. |
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| A general attitude (not a behavior) toward one’s job; a positive feeling of one's job resulting from an evaluation of its characteristics. |
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| The ability to influence a group toward the achievement of goals. |
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| Use of authority inherent in designated formal rank to obtain compliance from organizational members. |
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Term
| Traits Theories of Leadership |
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Definition
Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non-leaders.
No universal traits found that predict leadership in all situations.
Unclear evidence of the cause and effect of relationship of leadership and traits.
Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders. |
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| Behavioral Theories of Leadership |
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Definition
| Theories proposing that specific behaviors differentiate leaders from nonleaders. |
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| Initiating Structure (OSU) |
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Definition
| The extent to which a leader is likely to define and structure his or her role and those of sub-ordinates in the search for goal attainment. |
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| The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate’s ideas, and regard for their feelings. |
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| Employee-Oriented Leader (UM) |
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Definition
| Emphasizing interpersonal relations; taking a personal interest in the needs of employees and accepting individual differences among members. |
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| Production-Oriented Leader (UM) |
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Definition
| One who emphasizes technical or task aspects of the job. |
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Term
| Fiedler's Contingency Model |
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Definition
Leader: Style is Fixed (Task oriented vs. Relationship oriented)
*Considers Situational Favorableness for Leader
*Leader-member relations (The degree of confidence, trust, and respect subordinates have in their leader.)
*Task structure (The degree to which the job assignments are procedurized.)
*Position power (Influence derived from one’s formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.)
Assumption: Leader’s Style is Fixed & Can be Measured by the Least Preferred Co-Worker (LPC) Questionnaire (The way in which a leader will evaluate a co-worker that is not liked will indicate whether the leader is task- or relationship-oriented.) |
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| Cognitive Resource Theory |
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Definition
A theory of leadership that states that the level of stress in a situation is what impacts whether a leader’s intelligence or experience will be more effective.
*Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals.
*Less experienced people perform better in leadership roles under low stress than do more experienced people. |
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Term
| Cognitive Resource Theory |
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Definition
A theory of leadership that states that the level of stress in a situation is what impacts whether a leader’s intelligence or experience will be more effective.
*Less intelligent individuals perform better in leadership roles under high stress than do more intelligent individuals.
*Less experienced people perform better in leadership roles under low stress than do more experienced people. |
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Term
| Hersey and Blanchard Situational Model |
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Definition
A contingency theory that focuses on followers’ readiness; the more “ready” the followers (the more willing and able) the less the need for leader support and supervision.
*Considers Leader Behaviors (Task & Relationship)
-Assumes Leaders CAN change their behaviors
*Considers Followers as the Situation
-Follower Task maturity (ability & experience)
-Follower Psychological maturity (willingness to take responsibility)
*Assumptions
-Leaders can and should change their style to fit their followers’ degree of readiness (willingness and ability)
-Therefore, it is possible to TRAIN leaders to better fit their style to their followers. |
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Term
| Hersey and Blanchard Situational Model |
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Definition
A contingency theory that focuses on followers’ readiness; the more “ready” the followers (the more willing and able) the less the need for leader support and supervision.
*Considers Leader Behaviors (Task & Relationship)
-Assumes Leaders CAN change their behaviors
*Considers Followers as the Situation
-Follower Task maturity (ability & experience)
-Follower Psychological maturity (willingness to take responsibility)
*Assumptions
-Leaders can and should change their style to fit their followers’ degree of readiness (willingness and ability)
-Therefore, it is possible to TRAIN leaders to better fit their style to their followers. |
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Term
| Leader-Member Exchange (LMX) Theory |
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Definition
Leaders select certain followers to be “in” (favorites) based on competence and/or compatibility & similarity to leader
*“Exchanges” with these “In” followers will be higher quality than with those who are “Out”
*RESULT: “In” subordinates will have higher performance ratings, less turnover, and greater job satisfaction |
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Term
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Definition
Leader must help followers attaining goals and reduce roadblocks to success
Leaders must change behaviors to fit the situation (environmental contingencies & subordinate contingencies) |
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Term
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Definition
Leader must help followers attaining goals and reduce roadblocks to success
Leaders must change behaviors to fit the situation (environmental contingencies & subordinate contingencies) |
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Term
| Leader-Participation Model |
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Definition
Rule based decision tree to guide leaders about when and when not to include subordinate participation in decision making
Considers 12 contingency variables to consider whether or not to include subordinates in decision making |
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Term
| Leader-Participation Model |
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Definition
Rule based decision tree to guide leaders about when and when not to include subordinate participation in decision making
Considers 12 contingency variables to consider whether or not to include subordinates in decision making |
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