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157 Cards in this Set
- Front
- Back
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A way of using language to manage meaning.
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framing
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A leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors.
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charismatic leadership theory
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A long-term strategy for attaining goal or goals.
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vision
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A formal articulation of an organization's vision or mission.
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vision statement
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Leaders who are fiercely ambitious and driven but whose ambition is directed toward their company rather than themselves.
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level-5 leaders
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Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements.
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transactional leaders
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Leaders who inspire followers to transcend their own self-interests and who are capable of having a profound and extraordinary effect on followers.
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transformational leaders
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Leaders who know who they are, know what they believe in and value, and act on those values and beliefs openly and candidly. Their followers would consider them to be ethical people.
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authentic leaders
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A leadership concept that states that leaders convey values that are other-centered versus self-centered and who role model ethical conduct.
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socialized charismatic leadership
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A positive expectation that another will not act opportunistically.
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trust
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Trust based on fear or reprisal if the trust is violated.
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deterrence-based trust
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Trust based on behavioral predictability that comes from a history of interaction.
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knowledge-based trust
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Trust based on a mutual understanding of each other's intentions and appreciation of each other's wants and desires.
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identification-based trust
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A senior employee who sponsors and supports a less experience employee, called a protege.
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mentor
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A set of processes through which individuals control their own behavior.
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self-leadership
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A leadership theory that says that leadership is merely an attribution that people make about other individuals.
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attribution theory of leadership
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A capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes.
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power
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B's relationship to A when A possesses something that B requires.
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dependency
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A power base that is dependent on fear.
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coercive power
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Compliance achieved based on the ability to distribute rewards that others view as valuable.
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reward power
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The power a person receives as a result of his or her position in the formal hierarchy of an organization.
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legitimate power
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Influence based on special skills or knowledge.
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expert power
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Influence based on possession by an individual of desirable resources or personal traits.
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referent power
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Ways in which individuals translate power bases into specific actions.
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power tactics
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The ability to influence others in such a way as to enhance one's objectives.
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political skill
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Any unwanted activity of a sexual nature that affects an individual's employment and creates a hostile work environment.
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sexual harassment
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Activities that are not required as part of a person's formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization.
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political behavior
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Normal everyday politics.
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legitimate political behavior
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Extreme political behavior that violates the implied rules of the game.
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illegitimate political behavior
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Reactive and protective behaviors to avoid action, blame, or change.
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defensive behaviors
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The process by which individuals attempt to control the impression others form of them.
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impression management (IM)
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A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something the first party cares about.
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conflict
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The belief that all conflict is harmful and must be avoided.
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traditional view of conflict
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The belief that conflict is a natural and inevitable outcome in any group.
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human relations view of conflict
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The belief that conflict is not only a positive force in a group but that it is also an absolute necessity for a group to perform effectively.
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interactionist view of conflict
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Conflict that supports the goals of the group and improves its performance.
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functional conflict
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Conflict that hinders group performance.
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dysfunctional conflict
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Conflict over content and goals of the work.
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task conflict
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Conflict based on interpersonal relationships.
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relationship conflict
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Conflict over how work gets done.
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process conflict
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A process that has five stages: potential opposition or incompatibility, cognition and personalization, intentions, behavior, and outcomes.
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conflict process
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Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.
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perceived conflict
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Emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility.
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felt conflict
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Decisions to act in a given way.
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intentions
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A desire to satisfy one's interests, regardless of the impact on the other party to the conflict.
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competing
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A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.
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collaborating
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The desire to withdraw from or suppress conflict.
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avoiding
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The willingness of one party in a conflict to place the opponent's interests above his or her own.
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accommodating
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A situation in which each party to a conflict is willing to give up something.
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compromising
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The use of resolution and stimulation techniques to achieve the desired level of conflict.
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conflict management
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A process in which two more more parties exchange goods or services and attempt to agree on the exchange rate for them.
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negotiation
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Negotiation that seeks to divide up a fixed amount of resources; a win/lose situation.
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distributive bargaining
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The belief that there is only a set amount of goods and services to be divvied up between the parties.
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fixed pie
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Negotiation that seeks one or more settlements that can create a win/win solution.
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integrative bargaining
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The best alternative to a negotiated agreement; the least the individual should accept.
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BATNA
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A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives.
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mediator
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A third party to a negotiation who has the authority to dictate an agreement.
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arbitrator
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A trusted third party who provides an informal communication link between the negotiator and the opponent.
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conciliator
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An impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis.
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consultant
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A condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality.
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institutionalization
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A system of shared meaning held by members that distinguishes the organization from other organizations.
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organizational culture
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A culture that expresses the core values that are shared by a majority of the organization's members.
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dominant culture
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Minicultures within an organization, typically defined by department designations and geographical separation.
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subcultures
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The primary or dominant values that are accepted throughout the organization.
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core values
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A strong culture in which the core values are intensely held and widely shared.
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strong culture
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A process that adapts employees to the organization's culture.
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socialization
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The period of learning in the socialization process that occurs before a new employee joins the organization.
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prearrival stage
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The stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge.
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encounter stage
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The stage in the socialization process in which a new employee changes and adjusts to the job, work group, and organization.
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metamorphosis stage
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Repetitive sequences of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable.
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rituals
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A culture that emphasizes building on employee strengths, rewards more than punishes, and emphasizes individual vitality and growth.
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positive organizational culture
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The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.
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workplace spirituality
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Who developed charismatic leadership theory?
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Robert House
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What are the four key characteristics of charismatic leaders?
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Vision & articulation
Personal risk Sensitivity to follower needs Unconventional behavior |
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What are three personality traits of charismatic leaders?
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Extroverted
Self-confident Achievement Oriented |
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How does one develop charismatic tendencies?
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Develop an aura of charisma
Create a bond that inspires others Bring out potential in others by tapping in to their emotions |
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Followers of charismatic leaders have what positive performance-related measurement improvements?
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Higher task performance, task adjustment, and adjustment to the leader and the group.
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What is the four-step process for charismatic leaders?
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Articulate a VISION
Have a VISION STATEMENT Lead by example Engage in emotion inducing and unconventional behavior |
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Is charismatic leadership more effective in higher-level management or lower-level management?
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higher-level
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When are people most likely to accept a charismatic leader?
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When they:
sense a crisis, are under stress, or when they fear for their lives. |
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What are the five characteristics of level-5 leaders?
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Individual capability
Team skills Managerial Competence Ability to stimulate others to high performance Blend of humility and professional will |
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Are level-5 leaders charismatic leaders?
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No
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How do transactional leaders lead?
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Contingent Rewards, Management by exception (both passive and active), Laissez-Faire
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How do transformational leaders lead?
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Idealized influence, Inspirational motivation, intellectual stimulation, individualized consideration
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The best leaders are:
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transformational and transactional
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What are the rankings of leadership style on the Full Range of Leadership Model?
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Worst to Best:
Laissez-Faire, Management by Exception, Contingent Rewards (all transactional) Individualized Consideration, Intellectual Stimulation, Inspirational Motivation, Idealized Influence (all transformational) |
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Transformational leaders encourage their followers to be more ______ & ______.
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innovative & creative
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Transformational leaders use ___-setting theory.
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goal
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Transformational leaders engenders commitment and ____.
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trust
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Is vision more important than charisma?
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Yes, according to one study.
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True or False: Contingent reward leadership is sometimes more effective than transformational leadership.
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TRUE
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Advantages of transformational leaders turnout over transactional include:
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Lower turnover rates
Higher productivity Lower employee stress and burnout Higher employee satisfaction |
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Can transformational leadership be learned?
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Yes
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Are measure of charisma and transformational leadership the same?
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Roughly, yes.
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How do authentic leaders build trust?
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They: share information, encourage open communication, and stick to their ideals
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What are the key dimensions that underlie trust?
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Integrity, competence, consistency, loyalty, and openness
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What are the three types of trust in organizational relationships?
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deterrence based, knowledge based, and identification based
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Rank the three levels of trust:
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Lowest to highest:
deterrence based knowledge based identification based |
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What are the basic principles of trust?
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Mistrust Drives Out Trust
Trust Begets Trust Trust Can Be Regained Mistrusting Groups Self-destruct Mistrust Generally Reduces Productivity |
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What functions to mentors provide for their proteges?
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Career Functions and Psychosocial Functions
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What is the most effective mentoring relationship outside the immediate boss-subordinate interface?
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Informal mentoring
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Is having a mentor important to one's career?
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Not really.
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Is 1 or 2 right?
(1) Perceptions of CEO charisma lead to objective company performance (2) Company performance lead to perceptions of charisma |
2 is right
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True or False:
Based on attribution theory, being characterized as an "effective leader" is done by projecting the appearance of being a leader rather than focusing on actual accomplishments. |
TRUE
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What personality traits are associated with leaders?
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Extraversion, conscientiousness, openness to experience
High self-monitors High emotional intelligence |
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GLOBE has found what traits to be in all effective leaders?
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Transformational leaders - Specifically, Vision, foresight, providing encouragement, trustworthiness, dynamism, positiveness, and proactiveness
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Does power require goal compatibility?
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No.
However, leadership does. |
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Does leadership focus on the downward influence of others?
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Yes.
However, power does not. |
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What are the types of formal power?
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Coercive, Reward, Legitimate
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What are the types of personal power?
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Expert, Referent
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What is the opposite of coercive power?
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Reward power
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What is the most important form of power to have, formal power or personal power?
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Personal power
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What aspects of the workplace does personal power help?
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Employee satisfaction with supervision
Organizational Commitment Performance |
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What is coercive power negatively related to?
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Employee satisfaction, commitment
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Dependency is _____ proportional to the alternative sources of supply.
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inversely
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What creates dependency?
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Importance, Scarcity, Nonsubstitutable
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What are the nine power tactics?
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Legitimacy, Rational persuasion, inspirational appeals, consultation, exchange, personal appeals, ingratiation, pressure, coalitions
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What are the most effective power tactics?
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rational persuasion, inspirational appeals, consultation
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What power tactic is the least effective?
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pressure
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What form of power tactic works across all fields?
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rational persuasion
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True or False:
Is it most effective to start out with a single soft power tactic instead of a single hard power tactic. |
True
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Legitimate political behavior includes:
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complaining to your supervisor, bypassing the chain of command, forming coalitions, obstructing organizational policies or decisions through inaction or excessive adherence to rules, and developing contacts outside the organization through one's professional activities
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Illegitimate political behavior includes:
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sabotage, whistle-blowing, and symbolic protests such as wearing unorthodox dress or protest buttons and groups of employees simultaneously calling in sick
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At the individual level, people that are more likely to engage in political behavior possess these traits:
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High self-monitor
Internal locus of control High need for power |
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True or false:
The more alternative job opportunities an individual has the more likely they are to engage in illegitimate political behavior. |
True
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When does politicking emerge in organizations?
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When:
Resources are declining Existing pattern of resources are changing Opportunity for promotions |
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Does politicking by top management give permission to those lower in the organization to engage in politicking?
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Yes.
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What happens to individuals when organizational politics threaten employees?
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Decreased job satisfaction
Increased anxiety and stress Increased turnover Reduce performance |
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True or False:
When politics are seen as an opportunity they lead to increased job performance. |
True
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What defensive behaviors are categorized as avoiding action?
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Overconforming, buck passing, playing dumb, stretching, stalling
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What defensive behaviors are categorized as avoiding blame?
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Buffing, playing safe, justifying, scapegoating, misrepresenting
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What defensive behaviors are categorized as avoiding change?
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prevention, self-protection
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Does Impression Management work in interviews?
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Yes
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Name two tactics of IM that work in interviews.
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self-promotion, ingratiation
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Ingratiation is _____ related to performance ratings while self-promotion is ____ related to performance ratings.
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positively, negatively
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List some IM techniques.
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conformity, excuses, apologies, self-promotion, flattery, favors, association
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What type of conflicts occur in organizations?
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Incompatibility of goals
Differences of interpretation of facts Disagreements based on behavioral expectations and the like |
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What years saw the traditional view of conflict?
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1930s & 1940s
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What years saw the human relations view of conflict?
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1940s - mid-1970s
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What percentage of managers' time is spent trying to resolve personality conflicts among staff members?
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18%
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___ levels of process conflict and ___ to ___ levels of task conflict are function.
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low, low to moderate
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Is overcommunication possible?
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Yes
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True or False:
The larger the group and the more specialized its activities, the greater the likelihood of conflict. |
True
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What are the antecedent conditions for the first stage of conflict (Potential opposition or incompatibility)?
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Communication, structure, personal variables
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What are the conditions of the second stage of conflict (Cognition and personalization)?
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Perceived conflict and felt conflict
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What are the five dimensions of conflict-handling intentions in the third stage of conflict?
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Competing, collaborating, avoiding, accommodating,compromising
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Conflicts become visible at what stage of the conflict process?
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Stage 4 (Behavior)
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True or false:
Groups composed of members with different interests tend to produce higher-quality solutions to a variety of problems than do homogeneous groups. |
True
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What is a target point and resistance point?
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Target point = goal in bargaining
Resistance Point = lowest accepted outcome |
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True or False?
Making the first offer in a negotiation is the best tactic. |
True
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True or False:
Negotiators who are agreeable or extraverted are not very successful when it comes to distributive bargaining |
True
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What are the seven characteristics of organizational culture?
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Innovation and risk taking, Attention to detail, Outcome orientation, people orientation, team orientation, aggressiveness, stability
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Is culture a descriptive term?
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Yes
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Strong culture fosters what?
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lower turnover
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Can strong culture act as a substitute for formalization?
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Yes
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When is culture a liability?
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When the organization's environment is dynamic.
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An organization that will have high ethical standards will have what?
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High in risk tolerance
Low to moderate is aggressiveness Focuses on BOTH means and outcomes |
