3

Front 1

8 key parts of the Communication Process

Back 1

Sender, encoding, the message, the channel, decoding, the receiver, noise, feedback

Front 2

Established by the organization and transmit messages related to the professional activities of members

Back 2

Formal Channels

Front 3

Personal or social messages, __________, which are spontaneous and determined by individual choice

Back 3

Informal channels

Front 4

Informal communication network in a group or organization

Back 4

Grapevine

Front 5

Face to face conversations score highest in ________________ because it transmits the most information per communication episode

Back 5

Channel Richness

Front 6

A relatively superficial consideration of evidence and information making use of heuristics

Back 6

Automatic Processing

Front 7

A detailed consideration of evidence and information relying on facts, figures, and logic

Back 7

Controlled Processing

Front 8

Refers to a sender's purposely manipulating information so the receiver will see it more favorably

Back 8

Filtering

Front 9

An estimated 5 to 20 percent of the population suffers debilitating ________, or social anxiety

Back 9

Communication Apprehension

Front 10

Culture where people rely heavily on nonverbal and subtle situation cues in communicating with others

Back 10

High-context cultures

Front 11

Culture where people rely essentially on spoken and written words to convey meaning

Back 11

Low-context cultures

Front 12

When communicating with a different culture, what can you do to reduce misinterpretations?

Back 12

Know yourself

Foster a climate of mutual respect, fairness, democracy

Learn the cultural context of each person

When in doubt, listen

State facts, not your interpretation

Consider the other person's viewpoint

Proactively maintain the identity of the group

Front 13

Focus on personal qualities and characteristics, some of which have been shown to be particularly predictive of leadership ability

Back 13

Trait theories of leadership

Front 14

Imply that we can deteremine leadership effectiveness by leader behavior, and perhaps train people to be leaders

Back 14

Behavioral theroies of leadership

Front 15

The extent to which a leader is likely to define and construct his role and those of employees in the serach for goal attainment

Back 15

Initiating Structure

Front 16

The extent to which a person's job relationships are characterized by mutual trust, respect for employees' ideas, and regard for their feelings

Back 16

Consideration

Front 17

_____ is emphasizes interpersonal relationships by taking a personal interest in employees' needs and accepting inividual differences

Back 17

Employee-oriented leader

Front 18

______ emphasized tehcnical or task aspects of jobs, focusing on accomplishing the group's tasks.

Back 18

Production-oriented leader

Front 19

This model proposes that effective group performance depends on the proper match between the leader's style and the degree to which the situation gives the leader control

Back 19

Fiedler contingency Model

Front 20

Identifies leadership style by measuring whether a person is task oriented or relationship oriented

Back 20

Least Preferred Co-worker Questionnaire

Front 21

Degree of confidence, trust, and respect members have in their leader

Back 21

Leader-member relations

Front 22

Degree to which the job assignments are procedurized (that is, structured or unstructured)

Back 22

Task structure

Front 23

Degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases

Back 23

Position power

Front 24

Focuses on the followers. Says successful leadership depends on selecting the right leadership style contingent on the follwers' readiness

Back 24

Situational Leadership Theory

Front 25

Extracts elements from the Ohio State leadership research on initiating structure and consideration, and the expectancy theory of motivation

Back 25

Path-Goal Theory

Front 26

Followers attribute heroic or extraordinary leadership abilities when they observe certain behaviors and tend to give these leaders power

Back 26

Charismatic Leadership Theory

Front 27

A long-term strategy for attaining a goal by linking the present with a better future for the organization

Back 27

Vision

Front 28

A formal articulation of an organizations vision or mission.

Back 28

Vision Statement

Front 29

Leaders who guide their followers toward established goals by clarifying role and task requirements.

Back 29

Transactional Leaders

Front 30

Leaders who inspire followers to transcend their self-interests for the good of the organization

Back 30

Transformational Leaders

Front 31

These leaders know who they are, know what they believe in, and act on those values and beliefs openly and candidly

Back 31

Authentic Leaders

Front 32

Leadership that conveys other-centered values by leaders who model ethical conduct

Back 32

Socialized Charismatic Leadership

Front 33

These leaders go beyond their self-interest and focus on opportunities to help followers grow and develop

Back 33

Servant Leadership

Front 34

Advantages of having trust between supervisors and employees

Back 34

Trust encourages taking risks

Trust facilitates information sharing

Trusting groups are more effective

Trust enhances productivity

Front 35

Senior employee who sponsors and supports a less experienced employee

Back 35

Mentor

Front 36

Theory that says leadership is merely an attribution people make about other individuals

Back 36

Attribution Theory of Leadership

Front 37

Experience and training are among the _________ that can replace the need for a leader's support or ability to create structure

Back 37

Substitutes

Front 38

These make it impossible for leader behavior to make any difference to follower outcomes

Back 38

Neutralizers

Front 39

The most important aspect of power is that it is a function of this

Back 39

Dependence

Front 40

This power depends on fear of the negative results from failing to comply

Back 40

Coercive Power

Front 41

This power makes people comply because it produces positive benefits

Back 41

Reward Power

Front 42

In formal groups and organizations, probably the most common access to one or more of the power bases is through ___________

Back 42

Legitimate Power

Front 43

Influence wielded as a result of expertise, special skills, or knowledge

Back 43

Expert Power

Front 44

Based on identification with a person who has desirable resources or personal traits

Back 44

Referent Power

Front 45

How people translate power bases into specific action

Back 45

Power Tactics

Front 46

Ability to influence others to enhance their own objectives

Back 46

Political Skill

Front 47

Consists of activities that are not required as part of an idnividuals formal role but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization

Back 47

Political Behavior

Front 48

Treats the reward pie as fixed, so any gain one person or group achieves has to come at the expense of another person or group

Back 48

Zero-Sum approach

Front 49

Reactive and protective behaviors to avoid action, blame, or change

Back 49

Defensive Behaviors

Front 50

The process by which individuals attempt to control the impression others form of them

Back 50

Impression Management