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102 Cards in this Set
- Front
- Back
leader emergence and leader effectiveness |
not the same -all who emerge as leaders wont be effective leadership is a process. |
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difference between leaders and managers |
leaders seek change while managers organize and supervise |
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why is is difficult to predict effectiveness in leaders? |
there is usually a time lag & leader jobs vary |
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What does the leadership research say? |
Anyone can harness leadership skills -interpersonal & strategic skills become more important that business skills as leaders rise |
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Leader motivation |
need to want to be in charge to have influence & operate independently ( decision making skill) power motive |
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Great man theories |
looking through history to see common threads |
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Trait approach to leadership |
leaders posses certain traits that non leaders do not |
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Power approach to leadership |
reward power coercive power legitimate power referent power the more you have the better but ppl dont like these leaders |
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Behavioral approach Michigan studies |
Leaders have task oriented behaviors & relationship behaviors |
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Contingency approach to leadership |
leaders have to take situation into account depending on subordinates and environment -leaders job is to remove obstacles |
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Vroom-Vetton Model |
participation makes good leader -sometimes subordinate has info leader doesnt |
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Leader Member Exchange (LMX) |
Leaders adopt diff styles with each subordinate. -leaders tend to have better perf with high perf in group vs out group=people in out group perform even lower |
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Transactional Leaders |
shows follower how to meet goals by adopting patterns of behavior -rewards are not stable |
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Transformational Leaders |
inspire by increasing morale & ethics -influence ppl by inspiration, individual consideration & building trust -realistic confidence -giving ppl a change to get better |
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Charismatic Leaders |
charisma inspires compliance but ethical component is not associated. -increases OCB |
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Leadership in a changing workplace |
leaders need to adapt -organization learning & innovation =telecommuting, temporary worker =diff to set goals |
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Gender & Leadership |
we need to consciously root out gender bias -tough business woman vs tough business men |
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Cross Cultural Leadership |
transformational & charismatic good -LMX may be controversial in a diverse workplace -need to create an inclusive and accepting community |
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Developing leaders |
develop individual leader attributes such as KSAOS -make leaders aware of abilities & how they relate to ppl on their team -build strategy, increase performance & commitment |
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Why do we use teams? |
-people perform more quickly -higher levels of creativity -can help orgs learn To have a good team you need to have a common goal, be interdependent & share responsibility |
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quality circle |
meet regularly to identify work related problems & come up with ideas to increase productivity/quality |
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project teams |
created to solve a particular problem -can cause problems because employees still have their other responsibilities |
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production team
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group of employees who produce a tangible output |
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virtual teams |
save time & travel expenses -increase ability to recruit good talent & expertise -trust, collaboration & socialization face to face in beginning might be good idea |
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Input-Process-Output model |
how inputs affect process which affects output which can be used as feedback loop input=org context,team task, team comp process=norms, decision making, comm, collaboration & cohesion output=innovation, performance, |
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Inputs |
1.org context=reward, training system. enhance interactions 2.team task= motivated by: variety, autonomy, meaningful 3.team composition=KSAOS -everyone needs to be on the same page -positively related to performance |
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Process |
1. norms=good to know what is expected 2.communication=imp to get **** done 3, coordination=synch 4. cohesion=committed to goals but might increase group polarization |
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Team Performance Appraisal |
360 good for development group goals needs to be clear -obj & subj data |
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Team development |
forming storming norming performing adjourning |
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Team Training |
cross training=rotation leader training=conflict resolution coordination training=share, solve |
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Cross- cultural issues with teams |
individualistic cultures may have a harder time moving team based work arrangements -diff cultures have diff time orientations |
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Hawthorne effect |
people have higher satisfaction when managers pay more attention to them |
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job satisfaction |
attitude or emotion resulting from one's job -work & personal stuff determine it |
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Predictors of Job Satisfaction |
-somewhat challenging -rewards -security -clear goals -environment facilitates goals |
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Relationship between satisfaction and performance |
There is little evidence to prove a relationship |
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resigned work satisfaction vs constructive work dissatisfaction |
=reduce effort & dont want to change =active & want to make a change |
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Moods & Emotions |
-moods are long & generalized -emotions=specific and short |
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positive affect vs negative affect |
=higher job satisfaction, enthusiastic, confident, optimistic, more health benefits =distressed, pessimistic, not productive personality affects mood, not so much emotions |
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Affect Events Theory timeline |
Work Environment
demands & characteristics Work Events hastles & uplifts Personality Predisposition personality & mood Positive or Negative Reaction = Job Satisfaction & Job Performance |
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Affect Events Theory |
how emotions & mood influence Job P&S -negative & positive emotional incidents at work have a significant psychological impact of worker's satisfaction -we invest in increasing performance to increase satisfaction 1.negative events have greater influence 2.unwinding is imp 3.broken promises suck |
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How to Measure Satisfaction |
-overall=good to predict global outcomes -Minnesota satisfaction Q |
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Commitment |
=emotional & psych attachment and individual feels/expectations of the future -belief in org and willingness to work towards its goals |
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Types of commitment |
a)affective commitment=emotional b)continuance=cost of leaving, need to stay c)normative=obligation to stay all 3=occupational commitment. |
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Predict Commitment |
protestant work ethic socialization up front tenure |
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Organization Identification |
feeling of pride & esteem from their association with organization -people seek self esteem, group membership & in-out groups |
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Types of Org ID |
1)Identification 2)Disidentification= not having these attributes 3)ambivalent 4)neutral |
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Happy worker hypothesis |
happy is positively correlated to productivity but not that much -satisfaction and perf is only .30 |
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3 assumptions of attitude |
hypothetical uni dimensional related to behavior |
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Employee Engagement |
high levels of energy, enthusiasm,& ID -overlaps w jobs & org commitment |
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eustress vs disstress |
=provides a challenge =causes anxiety |
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problem focused vs emotion focused coping |
=manages problem directly =avoid/distance from problem |
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stressor & strain |
=physical or psych demands =reaction to stress |
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Physical/Task Stressors |
-demand of a hob increase stress- physical demands can cause physical problems -loud noises low performance & motivation |
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Psychological Stressors |
lack of control/autonomy over pace of work & over-scheduling -interpersonal conflict=lower health & S |
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Role Stressors |
caused by multiple task requirements role ambiguity role conflict role overload |
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Work & fam conflict |
leads to depression & anxiety how to solve? -flexible times & day cares |
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Emotional Labor |
regulation of emotions to meet job demands -surface acting (acting) vs deep acting ( managing emotions) -when employees emotions dont match the emotions required= burnout & turnover |
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challenge related stressor vs hindrance related stressor |
=potential gains =limit |
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Discrimination |
affect physical & emotional well being microaggresions |
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Behavioral Consequence of Stress |
affects processing, memory, performance, impairs ability to cope -inverted U relationship between stress & performance. after a certain point performance starts to decline |
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Psychological Consequence of Stress |
burnout, emotional exhaustion, anxiety, depression, depersonalization =stress management skills training may helpt decrese |
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Physical Consequiences |
cardiovascular, biochem |
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Shift Work |
affect health, performance & satisfaction -rotating shifts are worse for health |
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Flexible vs compressd work weeks |
flex is associated with productivity & reduced absenteeism |
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Demand Control Model |
demands are both workload & intellectual control =must match |
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Person Environment Fit |
predicts stress -low fit=more stress support helps decrease stress |
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Individual differences & stress |
internal locus of control have less strain self esteem buffers strain achievement striving is good |
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Managing Stress
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Primary prevention eliminating stressor=redesigning job, diversity training Secondary prevention stress management Terciary prevention providing resources to deal with the outcomes yoga medical care counseling |
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frustration aggression hypothesis |
constrains - frustration - aggression - work place violence |
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Distributive Justice |
use of comparison to determine what is fair -Ex: laying off ppl but raising the pay of a chief officer |
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Procedural Justice
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perceived justice of decision making. -provide input & follow guidelines EX: if someone is promoted just cause they are family |
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Deontic justice |
based on what is the correct moral action |
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Interactional Justice |
how employees are treated -interpersonal vs informational |
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Ways to undermine trust & how to fix |
unfulfilled promises, untrustworthy leders -Provide an explanation for unfair activities. Better to be honest & take ownership |
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Selection Fairness |
-people reject offers if treated unfairly -good recruiters are imp -transparency -make sure you are using fair data |
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Performance Evaluation & Justice |
PJ plays a huge role -good performance management that provides constructive feedback, consistency & supervisor gathers accurate data |
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Affirmative Action |
not a quota system =program that acknowledges that certain demographic groups are underrepresented & provide specific mechanism to reduce *recruit people from more diverse audiences without changing selection system *need to use merit & qualification * |
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Diversity
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surface level vs deep level -people work better in diverse groups |
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Group Diversity |
interaction, communication & trust
-need diversity training=more profict |
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Managing Diversity |
-present at all levels -diverse boards -attempt to reduce interpersonal conflict -explode categories not erase them |
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Things not to do when managing diversity |
select only employees who are similar to uu |
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Diversity Training |
ensure fairness at all levels of org -mentoring instead of workshops -leaders need to be trained -mandatory for everyone |
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Increasing D-ROI in Training |
-clear support from upper management
-cross cultural training -pre-post -lower levels of negative behavior -continuous basis |
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Increasing D-ROI in Recruitment |
-take names away from resume -increase recruitment pool -make sure recruits experience environment -recruiters more diverse -see how performance went up |
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Increasing D-ROI in coorporate social resp |
-sponsor charity & social responsible -partnering with volunteer activities |
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Increasing D-ROI in work/life behavior |
-taking into account religious & cultural activities
-encourage workers to feel ok to take work life benefits -helps attract diff pools of empployees |
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Increasing D-ROI in sales & marketing |
-eliminate blindspots -cultural & demographic experts depending on who you wanna target |
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Increasing D-ROI in employee development |
-equal opportunities for mentoring -send people abroad to help them understand other cultures -making sure people from different perspectives are present during decision making |
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Organizational Identity |
high structure vs disorganized |
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organizational integration |
must integrate across functions & each function must be clear about what their role is -they are all working for the same organizational goal. need to understand how they are imp for the goals |
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Systems theory |
inputs, transformation & output -org takes in resources (inputs), transforms them & send them out ( output) input=employee talent. transform the product |
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Climate vs Culture |
=shared perception of employees about a work entity. members of the same team might not agree about climate =what employers put out there about what the org is like Strong culture & climate refers to the extent to which members of the org share a perception |
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Strong culture |
strong culture means that leaders of the org share the same beliefs & values that they pass down |
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Why might it be detrimental to the org if there is a strong culture and climate?
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If they have to merge its an obstacle because people don't like change. to solve this they have to communicate the strategy and how it is importante |
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Socialization |
helps match employees & culture/climate -recruitment=values & culture matter -orientation-helps learn. mentoring helps -culture-collectivist more social |
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Person-Organization/Job Fit
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P-Job fit & P-Org fit are not the same & are not mutually exclusive -socialization can help improve fit -P-Job is more impotant |
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Attraction-Selection-Attrition |
company & individual select each other based on characteristics that match |
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Episodic vs continuous change |
=lead change; quick & drastic =managing change; small & compound over time. unfreeze, change, refreeze & rebalance |
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Resistance to change |
individual barriers=economic fears, fear unknown. ex: companies merge & need to fire org barriers=threat to power balance, prior unsuccesful |
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Ways to overcome barriers |
-educating workforce & address fears -support from everyoneeeee -trust & positive climate are important |
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How dis class help me when I'm a lawyer |
-During the recruitment process I'll be more aware of the climate vs culture of the firm so I'm sure I'm not coming into a place where it wouldn't be pleasant to work at -Socialize & build trust with the partners so we can work more effectively together -Try to manage stress since it is very detrimental & try to keep a positive attitude so I can help clients properly - |
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Ways to increase perception of Justice? link with diverisity |
-build trust -workers need a voice to share concerns -leaders should be perceived as authentic & trustworthy -diversity training |