Cas Exam 2

Front 1

Leadership

Back 1

Influence exerted through communication that helps a group achieve goals; performance of a leadership function by any members.

Front 2

Power

Back 2

The potential to influence behavior of others, derived from such bases as the ability to reward and punish, expertise, legitimate title or position, and personal attraction.

Front 3

Leader

Back 3

A person who uses communication to influence others to meet group goals and needs.

Front 4

Designated Leader

Back 4

A person appointed or elected to a position as a leader of a small group.

Front 5

Emergent Leader

Back 5

The person who emerges as the leader of an initially leaderless group in which all members start out as equals.

Front 6

Traits Approach

Back 6

The approach to leadership that assumes that leaders have certain traits that distinguish them from followers or members of a group.

Front 7

Styles Approach

Back 7

The leadership approach that studies the interrelationship between leader style and member behaviors.

Front 8

Democratic Leaders

Back 8

Egalitarian leaders who coordinate and facilitate discussion in small groups, encouraging participation of all members.

Front 9

Laissez-Faire Leaders

Back 9

Do-nothing designated leaders who provide minimal services to the group.

Front 10

Autocratic Leaders

Back 10

Leaders who try to dominate and control a group.

Front 11

Functions Approach

Back 11

The study of functions performed by leaders; the theory that leadership is defined by the functions a group needs and can be supplied by any member.

Front 12

Contingency Approaches

Back 12

The study of leadership that assumes that the appropriate leadership style in a given situation depends on factors such as members skills and knowledge, time available, the type of task, and so forth.

Front 13

Communicative Competency Model

Back 13

The model that assumes that the communication-related skills and abilities of members are what help group overcome obstacles and achieve their goals.

Front 14

Leader-member exchange model (LMX)

Back 14

The leadership model based on the finding that supervisors develop different kinds of leadership relationships with their subordinates, depending on characters of both the leader and members.

Front 15

Transformation Leadership

Back 15

Transformational leadership empowers group members to exceed expectations by rhetorically creating a vision that inspires and motivates members.

Front 16

Distributed Leadership

Back 16

The concept that group leadership if the responsibility of the group as a whole, not just of the designated leader.

Assumes that all members can and should provide needed leadership services to the group.

Front 17

Leader as Completer

Back 17

A leader who functions as a participant-observer, monitoring the group's process, noticing what is missing, and providing what is needed.

Front 18

Problem

Back 18

The discrepancy between what should be happening and what actually is happening.

Front 19

Problem Solving

Back 19

A comprehensive, multistage procedure for moving from a current unsatisfactory state to a desired goal and developing the plan for reaching the goal.

Front 20

Decision Making

Back 20

Choosing from among a set of alternatives.

Front 21

Assembly Effect

Back 21

The decision of group members collectively is better, qualitatively and quantitatively than adding or averaging the individual judgements of the members.

Front 22

Charge

Back 22

A groups assignment or task, often given by a parent organization or individual.

Front 23

Area of Freedom

Back 23

The amount of authority and limitations a group has.

Front 24

Question of Fact

Back 24

A Question that asks whether something is true, or actually happened.

Front 25

Question of Conjecture

Back 25

A question that asks a group to speculate or make an educated guess about something.

Front 26

Question of Value

Back 26

A question that asks whether something is right, good, preferable, or acceptable.

Front 27

Question of Policy

Back 27

A question that asks what course of action a group will take.

Front 28

Criteria

Back 28

Standards against which alternatives are evaluated.

Front 29

Critical Thinking

Back 29

The systematic examination of information and ideas on the basis of evidence and logic rather than intuition, hunch, or prejudgment.

Front 30

Fact

Back 30

A verifiable observed event.

A descriptive statement that is true.

Front 31

Inference

Back 31

A statement that goes beyond fact, involves some degree of uncertainty or probability, and cannot be checked for accuracy by direct observation.

Front 32

Fallacy

Back 32

A reasoning error

Front 33

Overgeneralization

Back 33

An assumption that because something is true about one or a few items, it is true of all or most items of the same type.

Front 34

Ad Hominem Attack

Back 34

An attack on a person rather than his or her argument

Front 35

False Dilemma

Back 35

Either-or thinking that assumes incorrectly, that only two choices or courses of action are possible.

Front 36

Faulty Analogy

Back 36

An incomplete comparison that stretches a similarity too far.

Assuming that two things are similar in some respects, they are alike in others.

Front 37

Task Difficulty

Back 37

Degree of problem complexity and effort required to solve a problem.

Front 38

Solution Multiplicity

Back 38

Extent to which there are many different possible alternatives for solving a particular problem.

Front 39

Intrinsic Interest

Back 39

Extent to which the task itself is attractive and interesting to the participants.

Front 40

Cooperative Requirements

Back 40

The degree to which members must coordinate their efforts for a group to complete its task successfully.

Front 41

Population Familiarity

Back 41

The degree to which members of a group are familiar with the nature of a problem and experienced in solving similar problems.

Front 42

Acceptance Requirements

Back 42

The degree to which the solution for a given problem must be accepted by the people it will affect.

Front 43

Technical Requirements

Back 43

The degree to which solution for a given problem is technically feasible or must meet standards of technical excellence.

Front 44

P-MOPS

Back 44

starts on page 282

Front 45

Conflict

Back 45

The expressed struggle that occurs when interdependent parties, such as group members, perceive incompatible goals or scarce resources and interference in achieving their goals.

Front 46

Distributed Approach

Back 46

The conflict management approach that assumes fixed resources must be distributed among parties to the conflict.

Thus, whatever someone wins, someone else loses.

Front 47

Integrative Approach

Back 47

The conflict management approach that assumes that solutions can be created to satisfy every party to the conflict.

Front 48

Avoidance

Back 48

The passive conflict management style that ignores a conflict.

Front 49

Accomodation

Back 49

The conflict management style in which one person appeases or gives in to the other.

Front 50

Competition

Back 50

The uncooperative, aggressive conflict management style in which one person attempts to dominate or force the outcome to his or her advantage.

Front 51

Collaboration

Back 51

The assertive, cooperative conflict management style that assumes a solution can be found that fully meets the needs of all parties to a conflict.

Front 52

Compromise

Back 52

The conflict management style that assumes each party must give up something to get something.