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80 Cards in this Set

  • Front
  • Back
-conflict over
work behaviors
who is responsible for what?
priority goals
competition for leadership
Defining and understanding goals
-Employees who work together daily on similar tasks
-often work in the same department or functional area
functional team
-Social Behaviors:
Hostility and withdrawl
the key is to manage conflict well-conflict can be good
-Share information
-accepting different opinions
-set roles by which team will operate
Diversity of experience and information is important to the problem and acceptance of the decision by all team members is critical
team problem solving is likely to be better than individual
-employees from various work areas meet to solve mutual problems and is most effective in situations that require innovation and a focus on customer needs
cross functional teams
-team that work oegether to produce an entire product or service.
-members have discretion and belive the work is impt.
-power to fundamentally change how work is done
self managed teams
small number of employees with complimentary skills who are committed to common performance goals and working relationships
-Social Behaviors
-keep feelings to themselves
-act more secure than they really feel
-be nice and polite
-evaluate personal benefits of group work
2-16 people small enough so that each ream member communicates withe ach other one on one
teams are often given "mgt. responsibilities such as
-assigning tasks to others
-ordering materials
-evaluating the work of other members
empowered team members
- employees from the same functional area who mee to talk about specific issues and develop solutions
-empwered to act with in certain limits delegated by mgt.
problem solving team
-the process of living by values that support those ideas and visions
-developing ideas and a vision
-incluencing others to embrace the values and behave accordingly
Social Behaviors-
One has to react calmly and cannot attack or run away
"fight or flight"
reaction inconsistent with way body reacts to stress
-End of Teamwork
-some teams never adjourn
-Individual roles are accepted and understood
-team performs at its potential
excitement feeling of anxiety and or demands placed on an indicidual are thought to exceed their ability to cope
\-breathing and deart reate change so that body can operate at a high physical level
-brain wave activity goes up to max brain functionality
-hearing and sight become acute
stress reactions physiological
means available for sending/receiving messages
-usually one of the senses:
hearing, it can be verbal or nonverbal
transmitter and receptors
transmitted data and coded symbols that give meaning to the data.
symbols help convey the meaning of the message to receiver
symbols have no meaning of their own, situation gives them meaning
personality traits that help counter stress
-welcome life changes with optimism and curiousity
-attribute own behavior to internal causes
hardy personality
introversion, low agreeableness, low adjustment
barrier of comm. - PERSONALITY
once received, messages are changed from symbolic form
no consistent pattern of personality traits that are related to effective leadership, there are over 100 personality factors to effective leadership
limitation of trait model
-the oldest form of leadership
receiers response to the message let's the sender know whether the message was received as intended
perceive potentially sressful events as not stressful
hardy personality
means by which messages t ravel from sender to receiver
-senders intended message=receivers interpretation of message
-more likely when there are fewer differences in goals attitudes and beliefs
accurate communication
trait models imply that physical characteristics can predict effective leadership ability and physical characteristics are situational
limitation of trait model
preparing a meaningful message to be sent
-output of communication, words or letters
-becomes information when it influences the sender's understanding
leadership is a complex phenomenon and cannot accurately be desribed by traits
limitation of trait model
interpreting meaning from a received message
interests & abilities
personality traits
physical characteristics
things that are different b/w effective and ineffective leaders
capacity for a communication approach to transmit cues and provide feedback
media richness
maturity and breadth
achievement drive
traits of a good leader
transmission and reception of thoughts, facts, beliefs, that produce a reponse
interpersonal communication
same word has different meanings
semantics - barrier of comm
Most effective when:
-task is routine and employees get no satisfaction from the task
-team members must learn something new
-employees feel like involvement in decision making is legitimate
-desire for no status difference
allow group to decide w/o the manager
delegate - leadership style
mgr. consults employees individually then makes decisions
consult indiv. leadership style
ups the productivity in the short term
initiating structure
focuses on what leaders do and how they behave
behavorial model of leadership
exten to which leaders define/describe the roles of subordinates in order to accomplish goals
initiating structure
perceptual defense, projection
perception- barrier of comm.
sender knowingly attempts to influence the perceptions of the receiver to the sender's benefit
impression managment
concern for meeting performance standards, m ost effective when task satisfies the employees
initiating structure
mgr. presents problems to the group and guides the interaction to help group decide for themselves
facilitate - leadership style
any interference in the channel
noise - barrier of comm.
consieration and initiating structure
behaviroal factors of good leaders
the sender states what is believed to be false to misled the receiver
lying - barrier of comm.
exten to which leaders have relationships with employees characterized by mutual trust, 2 way comm., respect for employees, and empathy
-don't account for environmental/situation
-suggests the same behaviors are equally appropiate in all situations
downfalls of the behavioral model
mgr. consults employees as a whole then makes decision
consult team - leadership style
manager makes decision
1 of 5 leadership styles = decide style
in b/w lying and complete honesty, vague language
distoriton- barrier of comm.
communication patterns that become routine, convenient reduce time and effort, can result in distortion
language routines - barrier of comm.
-monitor followers
-take corrective action if deciation from standard occurs
active mgt. by exception
proper leadership depends on the specific situation
contingency theory
behaviors depend on one situation variable: - followers readiness-subord. ability/willingness to perform the task
amount of task relationship - Hershey / Blanchard situational model
-must be able to communicate complex vision/ values in a simple manner
-east to understand messages
-allow employees to internalize values
-identifying with leader
-create a common bond among followers
-shared values create a sense of "who we are"
-a social network that supports the leaders' vision
promote shard identity
insufficient at developing maximum leadership potential, does not provide a lot of intrinstic motivation, does not inspire emp. to work exceptionally hard to be innovative, necessary but insufficient
downfalls of transactional
leader intervenes only when problem is serious and brought to their attention
passive mg.t by exception
leaders listen, provide support, involve subord.
relationship behaviors - Hershey / Blanchard situational model
-contingent rewards
-active mgmt. by exception
-passive mgmt. by exception
transactional leadership
leaders tell subordinates what to do and how to do it.
task behaviors - Hershey / Blanchard situational model
less task that selling; more supportive and comm. oriented, followers are able but not fully confident
participating - - Hershey / Blanchard situational model
must behave in a manner consistent w/ the values
-leader can easily lose following if inconsistently is defected
-leaders behaviors serve as an example
exhibit desired behaviors
provide clear specific instruction, followers are either unable or unwilling
telling - Hershey / Blanchard situational model
-link achievement of goals to rewards
-clarify expectations
-provide approp. resources to meet goals
contigent rewards
-emphasizes shared vision and values
-create a vision of a desireable future state
-diagnose the types of values that would be consistent with the future state
-adopt those values personally
-integrate those values into the org.
5 competencies of charismatic leaders
-leaders expresses self confidence optimism, determination
-these strengths allow the followers to buy into the leaders values
-creates belief that the leader will succeed
reflect strength
-motivating and directing followers by developing in then a strong emotional committment to a vision and asset of shared values
-are passionate and attempt to appeal to the follower's emotions
charismatic leadership
good at clarifying goals, expected haviors, consequences of meeting objectives
evaluation of transactional
motivating and directing followers primarily through contingent rewards
transactional leadership
in addtion to task, intimate 2 way comm. builds confidence, follower is willing but unable
selling - Hershey / Blanchard situational model