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276 Cards in this Set
- Front
- Back
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Attitude
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A psychological tendency expressed by evaluating an entity with some degree of favor or disfavor
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Affect
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The emotional component of attitude
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Cognitive dissonance
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A state of tension that is produced when an individual experiences conflict between attitudes and behaviors
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Social Learning
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The process od deriving attitudes from family, peer groups, religious orgs, and culture
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Job sanctification
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A pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences
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Organizational Citizenship Behavior
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Behavior that is above and beyond the call of duty
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Organizational Commitment
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The strength of an individual's identification with an org.
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Affective Commitment
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The type of org. commitment that is based on an individuals desire to remain in an org.
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Continuance Commitment
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The type of org commitment that is based on the fact that an individual cant afford to leave.
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Normative Commitment
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The type of org behavior that is based on an individuals perceived obligation to remain with an org,
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Emotions
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Mental states that typically include feelings, psych changes, and inclination to act.
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Emotional Contagion
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A dynamic process through which the emotions of one person are transferred to another, either consciously or unconsciously, through nonverbal channels
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Ethical Behavior
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Acting in ways consistent with ones personal values and the commonly held values of the org and society
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Values
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Enduring beliefs that a specific mode of conduct or end states of existence is personally or socially preferable to an opposite or converse ode of conduct or end stats of existence.
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Instrumental Values
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Values that represent the acceptable behaviors to be used in achieving some end state
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Terminal values
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Values that represent the goals to be achieved or ends states of existence
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Machiavellianism
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The personality characteristics indicating one's willingness to do whatever it takes to get one's way
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Cognitive moral development
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The process of moving through stages of maturity in terns of making ethical decisions.
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Group
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Two or more people with common interests, objectives, and continuing interaction
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Work team
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A group of ppl with complimentary skills who are committed to a common mission, performance goals, and approach for which they hold themselves mutually accountable.
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Teamwork
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Joint action by a team pf ppl in which individual interests are subordinated to team unity
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Psychological intimiacy
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Emotional and psychological closeness to other team or group members
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Integrated involvement
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Closeness achieved thought tasks and activities
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Norms of behavior
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the standards that a work-group uses to evaluate the behavior of its members
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Group Cohession
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the interpersonal glue that makes members of a group stick together
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Social loafing
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The failure of a group member to contribute personal time, effort, thoughts, or other resources to the group
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Loss of individuality
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A social process in which individual group members lose self-awareness and its accompanying sense of accountability, inhibition, and responsibility for individual behavior
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Status structure
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The set of authority and task relations among a groups members
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Task function
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An activity directly related to the effective completion of a team's work
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Maintenance Function
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An activity essential to effective, satisfying interpersonal relationships within a team or group
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Self-managed teams
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A team that makes decisions that were once reserved for managers
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Upper echelon
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Top-level exec team in an org.
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Programed Decisions
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A simple, routine matter for which a manager has an established decision rule
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Non-programed decision
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A new, complex decision that requires a creative solution
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Effective decision
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A timely decision that meets a desired objective and is acceptable to those individuals affected by it
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Rationality
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A logical, step-by-step approach to decision making, with a thorough analysis of alternatives and their consequences
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Bounded Rationality
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A theory that suggests that there are limits to how rational a decision makes can actually be.
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Satifice
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To select the first alternative that is "good enough" because the costs in time and effort are too great to optimize
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Heuristics
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Shortcuts in decision making that save mental activity
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Escalation of commitment
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The tendency to continue to support a failing course of action
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Cognitive Style
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An individual's preference for gathering information and evaluating alternatives
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Risk Aversion
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The tendency to choose options that entail fewer riskes and less certainty
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Intuition
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A fast, positive, force in decision making that is utilized at a level below consciousness and involves learned patterns of information
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Creativity
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A process influenced by an individual and org faces that results in the production of novel and useful ideas, or both
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Synergy
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A positive force that occurs in groups when group members stimulate new solutions to problems through process of mutual influence and encouragment within the group
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Social decision schemes
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Simple rules used to determine final group decisions
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Groupthink
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A deterioration of mental efficiency, reality, testing, and moral judgment resulting from pressures within the group
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Group Polarization
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The tendency for group discussion to produce shifts toward more extreme attitudes among members
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Brainstorming
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A technique for generating as many ideas as possible on a given subject while suspending evaluation until all the ideas have been suggested.
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Nominal group technique (NGT)
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A structured approach to group decision making that focuses on generating alternatives and choosing one
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Devil's advocacy
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A technique for preventing groupthink in which a group or individuals is given the role of a critic during decision making
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Dialectical inquiry
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A debate between two opposing sets of recommendations
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Quality Circle
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A small group of employees who work voluntarily on company time, typically one hour per week to address work-related problems such as quality control, cost reduction, production, planning, and techniques and at times product design.
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Quality team
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A team that is part of an orgs structure and is empowered to act on its decisions regarding product and service quality
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Participative decision making
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Decision making in which individuals who are affected by decisions influence the making of those decisions
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Power
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The ability to influence others
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Influence
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The process of affecting the thoughts, behavior, and feelings of another person
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Authority
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The right to influence another person
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Zone of indifference
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The range in which attempts to influence a person will be perceived as legitimate and will be acted on w/o a great deal of thought
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Reward Power
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Power based on an agents ability to control rewards that a target wants
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Coercive Power
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Power that is based on an agents ability to cause an unpleasant experience for a target
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Legitimate Power
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Power that is based on a position and mutual agreement; agent and target agree that the agent has right to influence target
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Referent Power
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An elusive power that is based on interpersonal attraction
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Expert Power
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The power that exists when an agent has a specialized knowledge or skills that the target needs
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Strategic Contingencies
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Activities that other groups depend on in order to complete their tasks
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Information Power
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Access to and control over important info
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Personal Power
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Power used for personal gain
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Social Power
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Power used to create motivation or to accomplish group goals
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Powerlessness
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Lack of power
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Organizational politics
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The use of power and influence in organization
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Political behavior
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Actions not officially sanctioned by an org that are taken to influence others in order to meet ones personal goals
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Political Skill
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The ability to get things done through favorable interpersonal relationships outside of formally prescribed organizational mechanisms
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Empowerment
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Sharing power within an organization
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Leadership
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The process of guiding and directing the behavior of people in the work environment
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Formal leadership
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Officially sanctioned leadership based on the authority of a formal position
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Informal leadership
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Unofficial leadership accorded to a person by other members of the organization
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Leader
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An advocate for changes and new approaches to problems
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Manager
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An advocate for stability and the status quo
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Autocratic Style
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A style of leadership in which the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and relationships in the work environment
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Democratic Style
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A style of leadership in which the leader takes collaborative, responsive, interactive actions with followers concerning the work and work environment
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Laissez-fire style
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A style of leadership in which the leader fails to accept the responsibilities of the position
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Initiating Structure
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Leader behavior aimed at defining and organizing work relationships and roles as well as establishing clear patterns of organization, communication, and ways of getting things done
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Consideration
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Leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit
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Leadership Grid
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An approach to understanding a leaders or managers concern for results and concern for people
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Organization man manager
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(5,5) A middle of the road leader
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Authority-compliance manager
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(9,1) A leader who emphasizes efficient production
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Country-club manager
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(1,9) A leader who creates a happy, comfortable work environment
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Team Manager
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(9,9) A leader who builds a highly productive team of committed people
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Autocratic Style
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A style of leadership in which the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and relationships in the work environment
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Democratic Style
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A style of leadership in which the leader takes collaborative, responsive, interactive actions with followers concerning the work and work environment
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Laissez-fire style
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A style of leadership in which the leader fails to accept the responsibilities of the position
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Initiating Structure
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Leader behavior aimed at defining and organizing work relationships and roles as well as establishing clear patterns of organization, communication, and ways of getting things done
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Consideration
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Leader behavior aimed at nurturing friendly, warm working relationships, as well as encouraging mutual trust and interpersonal respect within the work unit
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Leadership Grid
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An approach to understanding a leaders or managers concern for results and concern for people
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Organization man manager
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(5,5) A middle of the road leader
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Authority-compliance manager
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(9,1) A leader who emphasizes efficient production
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Country-club manager
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(1,9) A leader who creates a happy, comfortable work environment
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Team Manager
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(9,9) A leader who builds a highly productive team of committed people
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Improvished Manager
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A leader who exters just enough effort to get by
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Paternalistic Manager
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A leader who promises reward and threatens punishment
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Opportunistic Manager
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A leader whose style aims to maximize self-benefit
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Least Preferred coworker
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The person a leader has least preferred to work with over his or her career
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Task Structure
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The degree of clarity, ambiguity, in the work activities assigned to the group
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Position Power
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The authority associated with the leaders formal position in the organization
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Leader-member relations
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The quality of interpersonal relationships among a leader and the group members
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Charismatic Leadership
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A leader's use of personal abilities and talents in order to have profound and extraordinary effects on followers
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Follower-ship
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The process of being guided and directed by a leader in the work environment
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Organizational design
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The process of constructing and adjusting an organizations structure to achieve its goals
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Organizational structure
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The linking of departments and jobs within an org
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Differentiation
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The process of deciding how to divide the work in an organization
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Intergration
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The process of coordination the different parts of an organization
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Formalization
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The degree to which the organization has offical rules, regulations, and procedures
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Centralization
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The degree to which decisions are made at the top of the organization
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Specialization
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The degree to which jobs are narrowly defined and depend on a unique expertise
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Standardization
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The degree to which work activities are accomplished in a routine fashion
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Complexity
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The degree to which many different types of activities occur in the organization
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Hierarchy of authority
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The degree of vertical diffentiation across levels of mgmt
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Simple structure
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A centralized form of organization that emphasizes the upper echelon and direct supervision
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Machine Bureaucracy
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A moderatley decentralized form of organization that emphasizes the technical staff and standardization of work processes
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Professional Bureaucracy
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A decentralized form of organization that emphasizes the operating core and standardization of skills
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Divisionalized Form
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A moderately decentralized form of organization that emphasizes the MIDDLE level and standardization of outputs
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Adhocracy
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A selectively decentralized form of organization that emphasizes the support staff and mutual adjustments among people
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Contextual Variables
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A set of characteristics that influence the organizations design processes
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Technological interdependence
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The degree of interrelatedness of the organizations design processes
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Environment
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Anything outside the boundaries of an organization
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Task Environment
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The elements of an organizations environment that are related to its goal attainment
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Environmental uncertainty
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The amount and rate of change in an organization's environment
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Mechanistic structure
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An organizational design that emphasizes structured activities, specialized tasks, and centralized decision making
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Organic Structure
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An organizational design that emphasizes teamwork, open communication, and decentralized decision making
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Organizational life cycle
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The differing stages of an organizations life from birth to death
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Organizational corporate culture
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A pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think, and feel in the org
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Artifacts
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symbols of culture in the physical and social work environments
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Espoused values
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What members of an organization say they value
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Enacted Values
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Values reflected in the way individuals actually behave
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Assumptions
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Deeply held beliefs that guide behavior and tell members of an org how to perceive and think about things
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Strong culture
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An org culture with a consensus on the values that drive the company and with an intensity that is recognizable even to outsiders
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Adaptive culture
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An org culture that encourages confidence and risk taking among employees, has leadership that produces change, and focuses on the changing needs of customers
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Organizational socialization
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The process by which newcomers are transformed from outsiders to participating, effective members of the organization
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Anticipatory Socialization
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The first socialization stage, which encompasses all of the learning that takes place PRIOR to the newcomer's first day on the job
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Encounter
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The SECOND socialization stage in which the newcomer learns the tasks associated with the job, clarifies roles, and establishes new relationships at work.
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Change and acquisition
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The THIRD socialization stage in which the newcomer begins to master the demands of the job
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Triangulation
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The use of multiple methods to measure organizational culture
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Planned Change
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Change resulting from a deliberate decision to alter the organization
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Unplanned change
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Change that is imposed on the organization and is often unforeseen
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Incremental change
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Change of a relatively small scope, such as making small improvements
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Strategic Change
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Change of a larger scale, such as organizational reconstructing
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Transformational change
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Change in which the organization moves to a radically different, and sometimes unknown future state
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Change agent
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The individual or group that undertakes the task of introducing and managing a change in an organization
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Unfreezing
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The first step in Lewin's change model, in which individuals are encouraged to discard old behaviors by shaking up the equilibrium state that maintains the status quo
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Moving
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The second step in Lewins change model, in which new attitudes, values, and behaviors are substituted for old ones
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Refreezing
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The final step in Lewin's change model, in which new attitudes, values, and behaviors are established as the new statue qup
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Organization development (OD)
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A systematic appraoch to organizational improvement that applies behavioral science theory and research in order to increase individual and organizational well-being and effectiveness
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Survey Feedback
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A widely used method of intervention whereby employee attitudes are solicited using a questionnaire
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Management by objectives (MBO)
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An organization-wide intervention technique that involves joint goal setting between employees and managers
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Quality program
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A program that embeds product and service quality excellence in the organizational culture
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Team building
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An intervention designed to improve the effectiveness of a work group
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Process Consultation
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An OD method that helps managers and employees improve the effectiveness of a work group
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Skills training
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Increasing the job knowledge, skills, and abilities that are necassary to do a job efficently
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Leadership Training and development
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A variety of techniques that are designed to enhance individuals leadership skills
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Executive coaching
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A technique in which managers or execs are paired with a coach in a partnership to help the exec perform more efficently
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Role Negotiation
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A technique whereby individuals meet and clarify their psychological contract
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Job redesign
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An OD intervention method that alters jobs to improve the fit between individual skills and the demands of the job
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How does persuasion work?
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Through persuasion, one individual (the source) tries to change the atitude of another person (the target)
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Three expertise that affect persuasion
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Expertise- particularly persuasive
Trustworthiness Attractiveness |
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Persuading people
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Low self-esteem are easiest to persuade as well as the ones in a good mood
People with very extreme attitudes are more resistant |
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When persuading, use both sides of an argument and when presented in a non-persuasive matter
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True
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Central Route used in persuasion
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Involves direct cognitive processing of the messages content
high elaboration --> careful processing --> attitude change depending on the quality of arguments |
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Peripheral Route
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Not motivated to pay attention to content, but issues that are characteristics of the persuader. Low elaboration --> absence of careful processing -->attitude change depending on source of characteristics or non substantial aspects of message
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Positive emotions at work
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These occur when work is positive and goals are being met and inspired to perform better
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Negative emotions at work
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Events that threaten the achievement of goals cause negative emotions endanger emotions and job satisfaction at work
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Emotions
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Spread easily
Most of the contagion occurs non-verbally and mimicry |
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All work teams are groups, but not all groups are work teams
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True
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Groups
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They emphasize individual leadership, individual accountability, and individual work products
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Two types of integrated intimacy
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Psychological- emotional and psych closeness. Results in feelings of affection and warmth. Failure to achieve this results in isolation and loneliness.
Integrated- Through tasks and activities. Failure for these result in social isolation. Psych=more emotion based Integrated=behavior and activity based. Contributes to social psych and well being |
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Norms
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The standards that are written, nonwritten, etc and as long as people know and understand there, it can be effective to the group members
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Group cohesion
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Enhances job satisfaction and it increases job complexity and task autonomty leads to increased group cohesion which=better performance
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Ways to avoid social loafing
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Identifying individual contributions to the group product and member self-evaluations
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loss of individuality is more violent and harmful than social loafing
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True
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Bennis and Shepard's four stages of group formation
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Mutual acceptance, decision making, motivation and commitment, and control and sanctions
Interpersonal issues= trust, personal comfort, and security Authority- decisions of who is in charge and who has the right to do what |
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Diversity is NOT important when forming a group and can actually decrease groups performance
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FALSE!
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Bruce Tuckman's group development model
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Forming=team members are unclear about individual roles and responsibility. All of them need to feel like they are part of the team before next stage
Storming=A lot of problems arise as well as conflict. Power struggles and coaching and where trust comes into play Norming stage=agreement and consensus. Clear roles and responsibilities, Facilitation. Performing= clear vision and purpose and start to focus on goal achievement and delegation starts Need a leader tho! Adjourning= Task completion and good feeling achievements as well as recognition. |
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Teams work linearly from one step to another in predetermined sequence
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FALSE
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Groups alternate between periods of inertia and little progress towards goal achievement punctuated my bursts of energy as work groups develop and majority of group work accomplished
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True
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Teams tend to tend to share leadership while groups have one leader
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False
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Task functions vs maintenance functions
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Task= info seeking, ideas, suggestions, defining problems and solutions, and facts
Maintenance functions=enhance togetherness, cooperation, teamwork, and psychological intimacy |
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Greater variance in age within a team leads to more member-to-member connections and fewer disconnections
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TRUE!
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The teams with moderate structural diversity achieve the WORST performance
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FALSE!
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Team creativity
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This can be enhanced through greater diversity, electronic brainstorming, training facilitators, memberships change in teams, and building palyground
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Empowerment skills
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Competence=See if you can handle mroe tasks and than give them more responsibility
Process skills=negotiating skill and strategy Development of cooperative and helping behaviors Communication skills=self expression and reflective listening |
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People that need the most help in groups, often receive the least help b/c people focused on the "expert" person
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True
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"Wild turkey"
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A devils advocate who keeps top mgmt on track by challenging conventional thinking
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Multicultural top teams
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The advantages of culturally diverse groups include the generation of more and better ideas while limiting the risk of group think
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Group decision making bring more knowledge and experience to problem-solving situations
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True
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Group decisions
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Social decision schemes includes:
Majority win: whatever majority wants Truth-wins=predicts the correct decision will emerge as an increaasing number of members realize its appropriateness 2/3=2/3 of ppl like it First shift rule=members support a decision by the first shift opinion member |
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Advantages of group decisions
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1. more knowledge and info through pooling of group member rescources
2. Increased acceptance of the commitment to the decision b.c all have voice in it 3. Greater understanding of the decision |
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Disadvantages of group decisions
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1. Pressure within a group to conform and fit in
2. domination of the group make by a forceful member o 3. The amount of time required because group decisions take longer than individual |
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Things that cause groupthink
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Highranking groups, high cohesive groups, homogenous groups, highly consequential decision making, and time constraints
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Consequences of groupthink
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Incomplete survey of argumentativeness, failure to evaluate the risks of preferred course of action, biased information processing, and failure to work out contingency plans.
Overall problem=defective decision making |
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Teams that experience emotion-based conflict are better at making decisions that task-based
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FALSE!
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Group discussion
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Produces shifts from more risky positions and towards more cautious
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Why does group polarization happen?
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Social comparison approach
Afer discussion, views arent far from average, so shift to extreme positions Persuasive arguments= Group discussion reinforces the initial views of the members so take extreme position So, because of this, they take extremes and can be a problem! |
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Ways to avoid group decision making
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Brainstorming
NGT- good for fear of criticism and all done discrete Devils advocacy- Helps sustain the vitality and performance of upper management and challenges decisions Dialectical inquiry=Debate between recommendations and it is framed so its not in a negative connotation |
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Team orientation is good because it leads to broader tasks and a greater sense of responsibility
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True
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Three prereqs for participation and empowerment
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1. Capability to become psychologically involved in participative activities
2. The motivation to act autonomously 3. The capacity to see the revelance of participation for ones own being |
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Participative decision making
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ID problems, generating alternatives, selecting solutions, planning implementations, or evaluating results
all of these lead to higher job satisfaction. If not in all stages, at least come with involvement in generating alternatives, planning implementations, and evaluating results |
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Enlarging the zone of indifference is done by...
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This is accomplished by power, not authority
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Reward power are only good if it can lead to better performance and as long as the employee sees the clear distinction
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True
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People often feel welcome, satisfied, and valued when a manager uses coercive power
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FALSE! They feel threatened, abused, or non-supported
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Legitmate power people must know and understand that a person has the right to influence the decisions in their life
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True
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People that use referent power are often non-individualistic and are not respected by target
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FALSE! Exact opposite
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Three conditions must be met for expert power to work
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1. The target must trust the expertise given is accurate
2. The knowledge involved must be relevant and useful to the target 3. Targets perception id the agent is CRUCIAL |
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Rewards and coercive similarities
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Manager must be present at all times and both lead to compliance and temporary.
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Legitimate power leads to compliance
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Org goals are usually not met bc told what to do all the time
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Referent is the LEAST threatening
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FALSE! Most dangerous power because since it can alter behaviors
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Expert power is the power of the future
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True! If you think your manager is an expert, listen to them more b.c want to mimic attributes
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Group control over strategic contingencies
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1. Ability to cope with uncertainty- if a group can help another group deal with uncertainty=power! EX:legal dpt
2. High degree of centrality within the org- dependance on each other 3. Nonsubstitutability- the extent to which a group performs a function that is indispensable to an organization All of these depend on dependancy of one another. |
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Using power ethically. 3 main ?'s
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1. Does the behavior produce a good outcome for people both inside and outside the organization?
2. Does the behavior respect the rights of all parties? 3. Does the behavior treat all parties equitably and fairly? Distributive justice... |
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Four Social Power orientated characteristics
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1. Belief in the authority system- ok with being influenced and influencing others
2. Preference for work and discipline- like to work and very orderly 3. Altruism- company before you 4. Belief in justice- People should receive that to which they are entitled and that which they earn |
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Kanter's Symbols of power
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1. Ability to intercede for someone in trouble- pull someone out of a jam
2. Ability to get placements for favored employees- getting a key promotion for an employee=power 3. Exceeding budget limitations- above budget and no problem 4. Procuring above-average raises for employees 5. Getting items on the agenda at meetings 6. Access to early info 7. Having top managers seek out their opinion You are doing things for tohers and active symbol of power. Helping others |
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Furniture (Korda's symbols of power)
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If you lock things, something important. The bigger the desk, the better
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Time Power (Korda's symbols of power)
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Remove watch. "My time is you time" The more power, no watch.
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Standing by (Korda's symbols of power)
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People are obligated to keep cells with them at all times. AKA, the more power you can impose on others, the more you have
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Korda's symbols of power
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All about a person's standing and status and from that understanding the power use in the org.
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Four tactics mostly used in orgs
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1. Consultation- a person seeks you for advice on how to make things change
2. Rational persuasion- logical arguments and facts to persuade you 3. Inspirational appeals- The person makes an emotional request that arouses your emotions 4. Integrations- Person seeks you in a good mood or b/c they think your the best for job |
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Women need to become better with work politics to move up faster
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True
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Political skill buffers the negative effects of stressors such as role conflict in a work setting.
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True
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manage Political behavior
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Encourage social power not personal power
Clarify expectations regarding performance-clear attainable goals Participative mgmt- by including the people who feel not, more positive input and eliminate behind the scenes maneuvering Encouraging cooperation Supportive and clear environment |
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Managing relationships with your boss
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1. Make sure your boss and their context- goals, obj, strengths, etc
2. Asses yourself and your needs- your strengths, personal style, and authority figures 3. Develop and maintain relationship- both your expectations and dependability as well as honesty |
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Four steps to empowerment
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Meaning- a fit between the work role and the employee's values and beliefs
Competence- belief that one has the ability to do the job well. Self-determination- having control over the way one does his or her work. Impact- one's job makes a difference within the organization Need to experience all 4 to feel empowered |
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How managers can help employees feel empowered
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Express confidence in them
Create opportunities for them to make decisions Remove bureaucratic constraints that stifle autonomy Set inspirational goals |
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Job content
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Consists of tasks and procedures neccassary for doing a job
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Job context
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Reason the org needs the job and includes he way the job fits org's mission, goals, and objectives
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Empowerment grid- Point A
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No discretion- traditional assembly line job (lower left corner)
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Empowerment grid- Point B
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Task setting- Right corner=most empowerment programs and worker is empowered and best but no responsibility for job context
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Empowerment grid-Point C
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Participatory Empowerment- Middle=represents a situation that is autonomous. Participatory empowerment leads to job satisfaction and productivity
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Empowerment grid= Point D
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Mission defining (top left)= Unusual case and seldom. Have power but no content.
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Empowerment grid- Point E
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Self-management (Right corner)= represents total decision making control over both content and context
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Empowerment should start with job content ---> job context
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True
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Leaders agiatate for change and new approaches while managers advocate stability and the status quo
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True
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Leaders
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1. Have impersonal, passive, functional attitudes and believe goals arise out of needs and reality
2. Views work as a process that combines people, thoughts, and ideas Risk through coordination and balance 3. They prefer relationship with others and work close together to avoid conflict 4. Sense of self- accepts life as it is |
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Managers
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1. Personal and active attitude and believe that goals arise from desire and imagination
2. Look for fresh approaches to old problems and high-risk positions and high payoffs 3. Comfortable with solitary work and not conflict averse 4. Sense of self- twice born,questions life |
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According to Vroom-Yetton-Jago Normative Decision Model
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1. Decide- Manager must make the decisions alone and announce it or sell it to the group
2- Consult individuality- the managers presents the problem to the group INDIVIDUALY and then makes the decision 3. Consult group- Manager proposed problem to group members and than maes a decision 4. Facilitate- Acts as a facilitator and not to manage, but to get concurrence 5. Delegate- Group makes decisions w/in limits and encouragement |
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The utility is limited to the leader decision making tasks. The proper method has to work through the matrices
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True!
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Situational Leadership Model
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Made my Hersey and Blanchard, it suggests that the leader's behavior should be adjusted to the maturity level of the followers. Task vs. relationship oriented
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Leader must be able to determine readability of each follower for each task
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true
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Telling Style (S1)
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High task and low relationship
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Selling (S2)
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A situational leadership style that is VERY high task and high relationship based
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Participating (S3)
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A situational leadership style that is high relationship oriented and low tasked.
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Delegating (S4)
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A situational leadership style that is low relationship and low task
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One key limitation of the situational leadership style model is the absence of...
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a central hypotheses that could be tested. Used for training and development of corporations. Focuses on followers maturity
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Leader-Member exchange
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Leaders form two groups of followers- the in-groups and out-groups
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In-group follower members
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Similar to leader and more attention. Work with "circle of trust"
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Out-group follower members
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Outside circle and dont receive that much attention. Managed by formal rules
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Transformational leader
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These sorts of leaders inspire and excite followers to high levels of performance. Focus on personal attributes, not official positions
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In order to be a transformational leader, you need to have four sub-dimensions
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Charisma, individualized consideration (above call of duty AKA Starbucks), inspirational motivation, and intellectual stimulation.
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Charismatic leadership
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Steve Jobs. Convince even skeptics that his plans were worth to support, no matter how unrealistic they are can convince them. Hitler vs. Clinton
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According to Vroom-Yetton-Jago Normative Decision Model
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1. Decide- Manager must make the decisions alone and announce it or sell it to the group
2- Consult individuality- the managers presents the problem to the group INDIVIDUALY and then makes the decision 3. Consult group- Manager proposed problem to group members and than maes a decision 4. Facilitate- Acts as a facilitator and not to manage, but to get concurrence 5. Delegate- Group makes decisions w/in limits and encouragement |
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The utility is limited to the leader decision making tasks. The proper method has to work through the matrices
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True!
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Situational Leadership Model
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Made my Hersey and Blanchard, it suggests that the leader's behavior should be adjusted to the maturity level of the followers. Task vs. relationship oriented
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Leader must be able to determine readability of each follower for each task
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true
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Telling Style (S1)
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High task and low relationship
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Emotional intelligence
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Recognize and manage emotions for oneself and others. Lets you be cool under high stress situations. Cool things down, but crank it up when you have to.
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Trust
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Higher trust means if team members trust each other, they have a better chance of "getting in" and more readily. Make sure who you know to trust!
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Gender and leadership.
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No such distinction. Depends on leadership style, not gender. Women more people oriented so they can make more decisions.
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Servant leadership
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Serve the people and others.
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S2 leaders
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High task and relationship (selling)
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S3 leaders
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High relationship and low task (participating)
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S4 leader
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Low relationship and low task (delegating)
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Leader-Member exchange
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In-group vs. out-group. "In" cirlce or not. More satisfied if "in" and not intimidated by managers
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Transformational leaders
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Like Starbucks, not scared to break the mold and inspire and excite followers.
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Charismatic leadership
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Steve Jobs. Have a persuasive ability and peculiar charisma. Passionately committed to insane projects, w/o regarding practicality of it. Hitler vs. Clinton example
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Authentic leadership
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"Ethical" leadership. Do what is right and moral. Surround by positive thoughts and emotions
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Follower-ship
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Emphasizes the followers individual responsibility and self control.
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Effective followers
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Active, responsible, and use critical thinking. Best for company because they practice self-mgmt and self responsibility. 2nd=committed to org and prides with themselves. 3=Put a lot in company. 4. Courageous, honest, and credible
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Environment affect performance in the work place
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True!
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5 guidelines to BEST leadership and most recent
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1. Leaders and orgs should appreciate unique attribures
2. No single best way to lead 3. Participative, active, and concern for others 4. Different leadership situations call for different styles and behaviors 5. Good leaders usually great followers |
