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60 Cards in this Set
- Front
- Back
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Leadership
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To inspire others to put forth effort
-comes from using power appropriately to influence others |
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Power
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Ability to get someone else to do something you want done or make things happen the way you want
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Leadership Traits
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-stable and consistent over time
-drive -self confidence -creativity -cognitive ability -motivation -honesty and integrity |
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Leadership Behavior
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Leadership behavior theories focus on how leaders behave when working w/ followers
-leadership styles are recurring patterns of behaviors exhibited by leaders -basic dimensions +concern for task to be accomplished +concern for people doing the work |
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Country Club managerial style
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focuses on peoples individual needs
builds relationships accommodating, not concerned about production |
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Team Manager managerial style
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focus on building participation and support for shared purpose
high concern for both people and production |
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Middle of the road managerial style
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focus on balancing work output and morale
utilizes compromises |
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impoverished managerial style
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focuses on minimum effort to get work done
low concern for both people and production |
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authority-obedience managerial style
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focuses on efficiency of tasks and operations
produce or perish, bottom line is production |
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fiedlers contingency model
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good leadership depends on a match between leadership and situational demands
task oriented leaders are good at: -very favorable (high control) situations -very unfavorable (low control) situations relationship-ortiented leaders most successful in: -Situations of moderate control least preferred coworker scale=measures leadership orientation -high score=relationship orientated -low score=task orientated leadership styles are a trait -depends on fit between leadership styles and situations -if style doesn't fit situation, then leaders must be changed |
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Hersey-Blanchard situational leadership model
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-there is no best style or leading or managing
-states that effective leadership is task relevant -successful leaders are those who adapt their leadership style to accommodate task at hand - a true leader can effectively implement each 4 of the models |
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Participation Leadership Model
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-high relationship, low task behavior
-ideas and decisions shared amongst group -followers able for task -unwilling or insecure team members |
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Delegating Leadership Model
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-low relationship, low task behavior
-decisions made by group rather than leader -followers able for task, are willing and confident -little guidance required |
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selling leadership model
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-high relationship, high task behavior
-explain decisions, high level of guidance -followers unable, unwilling, and insecure -still maintain relationship through two way communication |
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telling leadership model
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-low relationship, high task behavior
-guidance needed -followers unable, but willing and confident -leader orders followers to do things |
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Vroom Jago Leader Participation Model
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-Helps leaders choose the method of decision making that best fits the nature of the problem/situation
-basic decision making choices: +authority +consultative +group |
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Authority decision
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When leader makes decision because:
-Leader has more info/expertise -There is time pressure for deciding -acceptance and commitment is not important |
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Group Decision
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Followers and leader decide together
-Followers have more info -acceptance and commitment is important -no time pressure for deciding |
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consultative
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Leader consults followers individually and makes the decision
-mix or balance between all other factors |
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Druckers old fashioned leadership
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-Leadership is more than charisma, it also involves "good old fashioned hard work"
-essentials: +defining and establishing a sense of mission +accepting leadership as a responsibility rather than a rank, being accountable +earning and keeping trust of others +consistency |
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Motivation
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forces internal and/or external to a person that aroused enthusiasm and persistence to pursue a certain course of action
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Needs/need theories
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-unfullfilled physiological and psychological desires of an individual
-explains workplace behavior and attitudes -good managers and leaders facilitate employees needs -needs theories of motivation are also called content theories |
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Maslows hierarchy of needs
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lower and higher order of needs that affect workplace behavior
-physiological, safety, belongingness, esteem, self actualization -deficit principle= a satisfied need is not a motivator of a behavior -must progress through needs in order |
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Two factor theory
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-Internal=fulfillment, accomplishments
-External=money, benefits, authority -Job dissatisfaction comes from hygeine factors: +working conditions, co workers, salary,policies. +extrinsic factors don't necessarily motivate employees -Job satisfaction comes from motivation factors: +achievement, recognition, personal growth +intrinsic factors motivate employees |
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Acquired needs theory
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-People acquire needs through life experiences
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Need for achievement
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-desire to do something better, or more efficiently
+prefer individual responsibility +Prefer challenging goals +Prefer feedback on performance |
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Need for power
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-Desire to control others, to influence their behavior or to be responsible for other people
+prefer control over others +prefer to have impact on people or events +prefer recognition and attention |
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Need for affiliation
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desire to establish and maintain friendly relations with people
-prefer interpersonal relationships -prefer companionship -prefer social approval |
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Process theories
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deal with how people make choices to work hard or not
-choices based on: +individual preferences +available rewards +possible work outcomes |
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Equity (process) theory
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when people believe that they have been treated unfairly in comparison to others, they try to eliminate the discomfort and restore a percieved sense of equity (balance) to the situation.
-precieved inequity/equity -to restore negative inequity, people will change work inputs, rewards recieved, comparison points, situation |
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Expectancy theory
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key variables:
-expectancy - belief that working hard will result in desired level of performance -instrumentality - belief that successful performance will be followed by rewards -valence - value a person assigns to rewards and other work related outcomes |
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goal setting theory
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goals must be properly set and well managed
-specific -challenging but attainable -build acceptance, through participation -prioritize goals -provide feedback -reward performance -timeliness, deadline |
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reinforcement theory
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fundamentals:
-reinforcement focuses on the impact of external environmental consequences on behavior -> extrinsic uses punishment or reward |
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job design theory
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intrinsic model
core job characteristics: FASTT +skill variety +task identity - internal specialization +task significance +autonomy +feedback |
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Perception
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the process through which people receive and interpret info from the environment
info is perceived by us, then we react to it lens thru which we see what is going on around us |
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Attribution
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the process of explaining events
self serving bias:attribute success to internal factors, and failures to external |
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Attribution Error
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Attributing other's successes to external factors
attribute other's failures to internal factors |
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perceptual distortions
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stereoype
halo effect selective perception projection |
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encoding
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process of verbalizing something.
sender |
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decoding
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reciever interprets message that was sent
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Motivation
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forces internal and/or external to a person that aroused enthusiasm and persistence to pursue a certain course of action
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Needs/need theories
|
-unfullfilled physiological and psychological desires of an individual
-explains workplace behavior and attitudes -good managers and leaders facilitate employees needs -needs theories of motivation are also called content theories |
|
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Maslows hierarchy of needs
|
lower and higher order of needs that affect workplace behavior
-physiological, safety, belongingness, esteem, self actualization -deficit principle= a satisfied need is not a motivator of a behavior -must progress through needs in order |
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Two factor theory
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-Internal=fulfillment, accomplishments
-External=money, benefits, authority -Job dissatisfaction comes from hygeine factors: +working conditions, co workers, salary,policies. +extrinsic factors don't necessarily motivate employees -Job satisfaction comes from motivation factors: +achievement, recognition, personal growth +intrinsic factors motivate employees |
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Acquired needs theory
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-People acquire needs through life experiences
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Need for achievement
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-desire to do something better, or more efficiently
+prefer individual responsibility +Prefer challenging goals +Prefer feedback on performance |
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Need for power
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-Desire to control others, to influence their behavior or to be responsible for other people
+prefer control over others +prefer to have impact on people or events +prefer recognition and attention |
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Need for affiliation
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desire to establish and maintain friendly relations with people
-prefer interpersonal relationships -prefer companionship -prefer social approval |
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Process theories
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deal with how people make choices to work hard or not
-choices based on: +individual preferences +available rewards +possible work outcomes |
|
|
Equity (process) theory
|
when people believe that they have been treated unfairly in comparison to others, they try to eliminate the discomfort and restore a percieved sense of equity (balance) to the situation.
-precieved inequity/equity -to restore negative inequity, people will change work inputs, rewards recieved, comparison points, situation |
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Expectancy theory
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key variables:
-expectancy - belief that working hard will result in desired level of performance -instrumentality - belief that successful performance will be followed by rewards -valence - value a person assigns to rewards and other work related outcomes |
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goal setting theory
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goals must be properly set and well managed
-specific -challenging but attainable -build acceptance, through participation -prioritize goals -provide feedback -reward performance -timeliness, deadline |
|
|
reinforcement theory
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fundamentals:
-reinforcement focuses on the impact of external environmental consequences on behavior -> extrinsic uses punishment or reward |
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|
job design theory
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intrinsic model
core job characteristics: FASTT +skill variety +task identity - internal specialization +task significance +autonomy +feedback |
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Perception
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the process through which people receive and interpret info from the environment
info is perceived by us, then we react to it lens thru which we see what is going on around us |
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Attribution
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the process of explaining events
self serving bias:attribute success to internal factors, and failures to external |
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Attribution Error
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Attributing other's successes to external factors
attribute other's failures to internal factors |
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perceptual distortions
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stereoype - when attributes associated with group are applied an individual
halo effect - when one attribute overshadows others. can be good or bad selective perception - perceiving only from our point of view projection - assigning personal attributes to others |
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encoding
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process of verbalizing something.
sender |
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decoding
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reciever interprets message that was sent
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