Mana 3335 - Uh - Blakeney - Exam 3 - Mgmt 8: Ch. 14 - Orgb 4 Ch. 4, 11

Front 1

Leadership

Back 1

the process of influencing others to achieve group or organizational goals

Front 2

Trait theory

Back 2

a leadership theory that holds that effective leaders possess a similar set of traits or characteristics

Front 3

Traits

Back 3

relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behavior

Front 4

Initiating structure

Back 4

the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks

Front 5

Consideration

Back 5

the extent to which a leader is friendly, approachable, and supportive and shows concern for employees

Front 6

Leadership style

Back 6

the way a leader generally behaves toward followers

Front 7

Contingency theory

Back 7

a leadership theory that states that in order to maximize work group performance, leaders must be matched to the situation that best fits their leadership style

Front 8

Situational favorableness

Back 8

the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members

Front 9

Leader–member relations

Back 9

the degree to which followers respect, trust, and like their leaders

Front 10

Task structure

Back 10

the degree to which the requirements of a subordinate’s tasks are clearly specified

Front 11

Position power

Back 11

the degree to which leaders are able to hire, fire, reward, and punish workers

Front 12

Path–goal theory

Back 12

a leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment

Front 13

Directive leadership

Back 13

a leadership style in which the leader lets employees know precisely what is expected of them, gives them specific guidelines for performing tasks, schedules work, sets standards of performance, and makes sure that people follow standard rules and regulations

Front 14

Supportive leadership

Back 14

a leadership style in which the leader is friendly and approachable to employees, shows concern for employees and their welfare, treats them as equals, and creates a friendly climate

Front 15

Participative leadership

Back 15

a leadership style in which the leader consults employees for their suggestions and input before making decisions

Front 16

Achievement–oriented leadership

Back 16

a leadership style in which the leader sets challenging goals, has high expectations of employees, and displays confidence that employees will assume responsibility and put forth extraordinary effort

Front 17

Normative decision theory

Back 17

a theory that suggests how leaders can determine an appropriate amount of employee participation when making decisions

Front 18

Strategic leadership

Back 18

the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization

Front 19

Visionary leadership

Back 19

leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting

Front 20

Charismatic leadership

Back 20

the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers

Front 21

Ethical charismatics

Back 21

charismatic leaders who provide developmental opportunities for followers, are open to positive and negative feedback, recognize others’ contributions, share information, and have moral standards that emphasize the larger interests of the group, organization, or society

Front 22

Unethical charismatics

Back 22

charismatic leaders who control and manipulate followers, do what is best for themselves instead of their organizations, want to hear only positive feedback, share only information that is beneficial to themselves, and have moral standards that put their interests before everyone else’s

Front 23

Transformational leadership

Back 23

leadership that generates awareness and acceptance of a group’s purpose and mission and gets employees to see beyond their own needs and self–interests for the good of the group

Front 24

Transactional leadership

Back 24

leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance

Front 25

power

Back 25

the ability to influence another person

Front 26

influence

Back 26

the process of affecting the thoughts, behavior, and feelings of another person

Front 27

authority

Back 27

the right to influence another person

Front 28

zone of indifference

Back 28

the range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought

Front 29

reward power

Back 29

power based on an agent's ability to control rewards that a target wants

Front 30

coercive power

Back 30

power that is based on an agent's ability to cause an unpleasant experience for a target

Front 31

legitimate power

Back 31

power that is based on position and mutual agreement: agent and target agree that the agent has the right to influence the target

Front 32

referent power

Back 32

an elusive power that is based on interpersonal attraction

Front 33

expert power

Back 33

the power that exists when an agent has specialized knowledge or skills that the target needs

Front 34

strategic contingencies

Back 34

activities that other groups depend on in order to complete their tasks

Front 35

information power

Back 35

access to and control over important information

Front 36

personal power

Back 36

power used for personal gain

Front 37

social power

Back 37

power used to create motivation or to accomplish group goals

Front 38

powerlessness

Back 38

a lack of power

Front 39

organizational politics

Back 39

the use of power and influence in organizations

Front 40

political behavior

Back 40

actions not officially sanctioned by an organization that are taken to influence others in order to meet one's personal goals

Front 41

political skill

Back 41

the ability to get things done through favorable interpersonal relationships outside formally prescribed organizational mechanisms

Front 42

empowerment

Back 42

sharing power in such a way that individuals learn to believe in their ability to do the job

Front 43

attitude

Back 43

a psychological tendency expressed by evaluating something with a degree of favor or disfavor

Front 44

affect

Back 44

the emotional component of an attitude

Front 45

cognitive dissonance

Back 45

a state of tension produced when an individual experiences conflict between attitudes and behavior

Front 46

social learning

Back 46

the process of deriving attitudes from family, peer groups, religious organizations, and culture

Front 47

job satisfaction

Back 47

a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences

Front 48

organizational citizenship behavior (OCB)

Back 48

behavior that is above and beyond the call of duty

Front 49

workplace deviance behavior (WDB)

Back 49

any voluntary counterproductive behavior that violates organizational norms and causes some degree of harm to organizational functioning

Front 50

organizational commitment

Back 50

the strength of an individual's identification with an organization

Front 51

affective commitment

Back 51

organizational commitment based on an individual's desire to remain in an organization

Front 52

continuance commitment

Back 52

organizational commitment based on the fact that an individual cannot afford to leave

Front 53

normative commitment

Back 53

organizational commitment based on an individual's perceived obligation to remain with an organization

Front 54

emotions

Back 54

mental states that include feelings, physiological changes, and the inclination to act

Front 55

emotional contagion

Back 55

a dynamic process through which the emotions of one person are transferred to another, either consciously or unconsciously, through nonverbal channels

Front 56

ethical behavior

Back 56

acting in ways consistent with one's personal values and the commonly held values of the organization and society

Front 57

values

Back 57

enduring beliefs that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence

Front 58

instrumental values

Back 58

values that shape the acceptable behaviors that can be used to achieve some goal or end state

Front 59

terminal values

Back 59

values that influence the goals to be achieved or the end states of existence

Front 60

machiavellianism

Back 60

a personality characteristic involving one's willingness to do whatever it takes to get one's own way

Front 61

cognitive moral development

Back 61

the process of moving through stages of maturity with regard to making ethical decisions