Management Test 4 (Chp. 14)

Front 1

Leadership

Back 1

The ability to influence employees to voluntarily pursue organizational goals

Front 2

Qualities of Leadership

Back 2

Inspire, encourage, and rally others to achieve great goals

Front 3

Qualities of Managers

Back 3

Planning, organizing, directing, and controlling

Front 4

Managerial Leadership

Back 4

The process of influencing others to understand and agree about what needs to be done and the process of facilitating individual and collective efforts to accomplish shared objectives

Front 5

Being a Manager: Coping with Complexity

Back 5

•Determining what needs to be done - planning and budgeting

•Creating arrangements of people to accomplish an agenda - organizing and staffing

•Ensuring people do their jobs - controlling and problem solving

Front 6

Being a Leader: Coping with Change

Back 6

•Determining what needs to be done - setting a direction

•Creating arrangements of people to accomplish an agenda - aligning people

•Ensuring people do their jobs - motivating and inspiring

Front 7

Personalized Power

Back 7

Power directed at helping oneself

Front 8

Socialized Power

Back 8

Power directed at helping others

Front 9

Five Sources of Power

Back 9

•Legitimate

•Reward

•Coercive

•Expert

•Referent

Front 10

Legitimate Power

Back 10

Influencing behavior because of one's formal position

Front 11

Reward Power

Back 11

Influencing behavior by promising or giving rewards

Front 12

Coercive Power

Back 12

Influencing behavior by threatening or giving punishment

Front 13

Expert Power

Back 13

Influencing behavior because of one's expertise

Front 14

Referent Power

Back 14

Influencing behavior because of one's personal attraction

Front 15

Using Persuasion to Get Your Way at Work - Rational Persuasion

Back 15

Using reason, logic, or facts

Front 16

Using Persuasion to Get Your Way at Work - Inspirational Appeals

Back 16

Trying to build enthusiasm or confidence by appealing to emotions, ideals, or values

Front 17

Using Persuasion to Get Your Way at Work - Consultation

Back 17

Getting others to participate in a decision or change

Front 18

Using Persuasion to Get Your Way at Work - Ingratiating Tactics

Back 18

Acting humble or friendly or making someone feel good or feel important before making a request

Front 19

Using Persuasion to Get Your Way at Work - Personal Appeals

Back 19

Referring to friendship and loyalty when making a request

Front 20

Using Persuasion to Get Your Way at Work - Exchange Tactics

Back 20

Reminding someone of past favors or offering to trade favors

Front 21

Using Persuasion to Get Your Way at Work - Coalition Tactics

Back 21

Getting others to support your effort to persuade

Front 22

Using Persuasion to Get Your Way at Work - Pressure Tactics

Back 22

Using demands, threats, or intimidation to gain compliance

Front 23

Using Persuasion to Get Your Way at Work - Legitimating Tactics

Back 23

Basing a request on one's authority or right, organizational rules or policies, or express or implied support from superiors

Front 24

Five Approaches to Leadership

Back 24

•Trait

•Behavioral

•Situational

•Transformational

•LMX model, E-Leadership, Followers

Front 25

"Dark Side" Traits - Narcissism

Back 25

Having a self-centered perspective, feelings of superiority, and a drive for personal power and glory

Front 26

"Dark Side" Traits - Machiavellianism

Back 26

Displays a cynical view of human nature and condones opportunistic and unethical ways of manipulating people, putting results over principles

Front 27

"Dark Side" Traits - Psychopathy

Back 27

Lack of concern for others, impulsive behavior, and a lack of remorse when actions harm others

Front 28

Women Leaders

Back 28

Gender that displays social leadership and uses more teamwork and partnering

Front 29

Men Leaders

Back 29

Gender that displays task leadership and is more autocratic and directive

Front 30

Why aren't women on top?

Back 30

•Unwillingness to compete or sacrifice

•Modesty

•Lack of mentor

•Starting out lower, and more likely to quit

Front 31

Full-range leadership

Back 31

Suggests that leadership behavior varies along a full range of styles

Front 32

Transformational leadership

Back 32

•Transforms employees to pursue organizational goals over self-interests

•Influenced by individual characteristics and organizational culture

Front 33

Four Key Behaviors of Transformational Leaders

Back 33

•Inspirational Motivation (charisma)

•Idealized Influence (do the right thing)

•Individualized Consideration (grow and excel)

•Intellectual Stimulation (conquer challenges)

Front 34

Followers, leaders

Back 34

_____________ look for the following in their _____________:

•Significance

•Community

•Excitement

Front 35

Leaders, followers

Back 35

____________ look for the following in their ____________:

•Productive

•Reliable

•Flexible