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78 Cards in this Set
- Front
- Back
Leader Emergence
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study of the characteristics of individuals who become leaders, examining the basis on which they were appointed, or simply accepted
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Leader Effectiveness
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study of which behaviors on the part of a designated leader (regardless of how it was achieved) led to an outcome valued by the work group or organization
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Problems with measuring/studying leadership
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-in what period should they be studied..
-leader's behavior is not always immediate or detectable -"lag" |
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Leader
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the individual in a group given the task of directing task-relevant group activities or, in the absence of a designated leader, carries the primary responsibility for performing these actions
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Supervisor/Manager
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specified position with ASSIGNED leadership tasks. Does not imply leadership. Leadership is HOW the tasks are carried out with respect to the work group.
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Leader Development
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concentrates on developing, maintaining, or enhancing individual leader attributes such as knowledge, skills, and abilities
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Leadership Development
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concentrates on the leader-follower relationship and on developing an environment in which the leader can build relationships that enhance cooperation and resource exchange
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Trait Theories
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attempt to show that leaders posess certain chatacteristics that non-leaders do not
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Power Approach
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examines the types of power weilded by leaders
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Reward Power (power approach)
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the potential of a supervisor to mediate or dispense valued rewards
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Coercive Power (power apporach)
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the potential of a supervisor to mediate or dispense punishments
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Legitimate Power (power approach)
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the "right" of a supervisor to influence a subordinate and the obligation of the subordinate to accept that influence
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Referent Power (power approach)
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the identification of the subordinate with the supervisor, the power of example
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Expert Power (Power approach)
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the knowledge or expertise thata supervisor has in a special area
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Behavioral Approach
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begun by researchers at Ohio State U; focused on the kinds of behavior engaged in by people in leadership roles and identified two major types: consideration and initiating structure
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Consideration (OH Behavioral)
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included behavior indicating mutual trust, respect, and a certain warmth and rapport between supervisor and group
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Initiating Structure (OH Behavioral)
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included behavior in which the supervisor organizes and defines group activities and his relation to the group
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Task Oriented Behavior (Mich Studies)
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identified by U of M researchers as an important part of a leader's activities; similar to initiating structure from OSU
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Relations-Oriented Behavior (Mich Studies)
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identified by U of M researchers as an important part of a leader's activities; similar to OSU's consideration model
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Participative Behavior (Much Studies)
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unique to U of M, concluded that effective leaders expended considerable energy in interacting with teh group as a whole
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Fiedlers Contingency Theory
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-Leader effectiveness is a function of:
-characteristics of the leader -features of the situation |
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Fiedler's Contingency Theory
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Task oriented, relationship oriented leaders
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Fiedler's Contingency Theory
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Some situations are more favorable than others depending on:
-leader-member relations -task structure -position of power |
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Fiedler's Contingency Theory
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Style/Orientation of leader:
-least preferred coworker scale |
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Path-Goal Theory
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based on expectancy theory (providing valuable, obtainable rewards will get people to work hard for you)
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Path-Goal Theory
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Leadership Styles:
-directive behavior (goal clarification) -achievement-oriented (encouraging behavior) -supportive behavior (emotional support) - participative behavior (mentoring, guiding, coaching) |
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Vroom-Yetton Model
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suggested that although a participation style might contribute to the satisfaction of group members, under certain circumstances, it could lead to a poor decision
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LMX Theory
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Leader Member Exchange
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LMX Theory
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leader can have different exchanges with different members
-dyads-groups of 2 members -style varies across subordinates - creates in-groups and out-groups |
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LMX Theory
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Issues in leader-subordinate relationship:
-similarity (gender) -number of subordinates -workload -resources -self-efficacy |
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self efficacy (LMX)
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if a subordinate is rated high enough on self-efficacy, the leader is rated on having a high quality relationship with them
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Transformational Leaders
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-Inspirational
-vs. transactional leaders |
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Transformational Leaders
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Leadership Strategies:
-idealized influence -inspirational motivation -intellectual stimulation -individualized consideration |
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Charismatic Leaders
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Likeableness, control and respect in leadership
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Charismatic Leaders
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Leaders are able to hypnotize followers into following
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Charismatic Leaders
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Characteristics:
-need for power -incredibly confident -impress followers -have appealing visions -set high goals and express confidence -excellent communication, inspire through speeches and writing |
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Telecommuting
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communicating over a distance, phone,email,etc.
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Temporary Workers
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companies hire temporary consultants to fix a problem
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Gender and Leadership
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lab-men are more task oriented, women are more relationship oriented
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Gender and Leadership
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Field Studies-no relationship
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Gender and Leadership
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NO evidence supporting which sex makes a more effective leader
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Globe (culture and leadership)
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-study leadership traits which are generally effective
-transformational leadership and leaders with charisma are most effective |
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Quality Circle
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work group arrangement that typically involves 6 to 12 employees who meet regularly to ID work-related problems and generate ideas to increase productivity or product quality
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Project Teams
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created to solve a particular problem, temporary group, members from different fields
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Production Teams
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self-managed work team who are on the frontline of manufacturing, self managed work teams have control over everything that they do, tasks, labor, hiring, performance, appraisals
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Virtual Team
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dispersed team who have to work together from different locations, saves time, sometimes barriers
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Why teams are on the rise
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during the past decade, the use of teams has increased dramatically
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why are teams on the rise
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-"old" organizational structures can be too slow, too unresponsive, and too expensive to be competitive
-work teams can yeild quality, productivity, and cost improvements -workers can benefit from increased autonomy and empowerment |
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Bureaucracy
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proposed by Max Weber in the 1940's to be the ideal form of organization; included a formal heirarchy; division of labor, and clear set of operating procedures
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Division of Labor (weber)
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dividing the performance of tasks in an organization into specialized jobs and departmental functions
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Delegation of Authority (weber)
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which refers to information about which lower-level employees report to higher level employees in an organization
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Structure (weber)
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refers to the formal way an organization is designed in terms of division of labor, delegation of authority, span of control; the levels of an org
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Span of Control (weber)
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refers to the number of positions of people who report to a single individual, that is, the width of the org
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Human Relations Theory
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adds a personal or human element to the study of organizations; considers the interrelationship between an organization's requirements and the characteristics of its members
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Theory X (McGregor)
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developed to describe the contrasting beliefs that managers hold about their subordinates; managers believe subordinates must be controlled to meet org ends
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Theory Y (McGregor)
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managers believe subordinates would be motivated to meet goals in the absence of organizational controls
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Contingency Theories
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propose that the best way to structure an organization depends on the circumstances of the org
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Woodward
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recognized that the technology employed in a particular company or industry could influence the most effective design for the org.
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Small Batch orgs (woodward's types)
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produce specialty product one at a time
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Large batch and mass production orgs (woodward's types)
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produce large numbers of discrete units- assembly-line operations
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Continuous process orgs (woodward's types)
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depends on a continuous process for output or product including orgs such as refineries, chem plants, and distilleries
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Resource Theory (recent ways to study Org Development)
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an org must be viewed in the context of its connections to other organizationsl the key to org survival is the ability to acquire and maintain resources
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Evolutional/Ecological approach (recent ways to study Org Development)
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adopts a biological model and concentrates on explaining why some types of orgs thrive and diversify, while others atrophy and disappear
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Climate
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a shared perception among employees regarding their work entity: a particular org ,division, department, or work group
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Culture
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shared beliefs and values created and communicated by the managers and leaders of an org to employees
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Climate/Culture Strength
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extent to which numbers of the organizations share a perception, or a value/belief pattern
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Socialization
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process by which a new employee becomes aware of the values and procedures fo an org
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Fit
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how an employee matches up to a job/org
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Attraction Selection Attraction model (ASA)
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proposes that organizations and individuals undergo process of jointlt assessing probable fit based primarily on personality characteristics; goal is to make the workforce homogenous with respect to personality characteristics
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Lewin's Model of Org Change
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unfreeze, change, refreeze
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Unfreezing (Lewin)
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first stage in which individuals become aware of their values and beliefs
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Changing (Lewin)
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second stage in which individuals adopt new attitudes, values, and beliefs
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Refreezing (Lewin)
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third stage in which the new attributes and values of individuals are stabilized
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Episodic Change
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organizational change characterized as infrequent, discontinuous, and intentional; often launched with fanfare, with senior leaders clearly atrticulating pathways to change and disseminating info about the process and desire end state
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Continuous Change
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ongoing, evolving and cumulative org change characterized by small, continuous adjustments, created simultaneously across units that add up to substantial change
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Survey Feedback (OD Techniques)
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gathering data from different sources in the work org and using discrepencies in these perceptions as background for discussion between the 2 groups to illuminate beliefs, values, and attributes
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Team Building (OD Techniques)
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groups are given tasks and members evaluate each other and provide feedback
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Process Consultation (OD Techniques)
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work group is asked to discuss a work related issue while being observed by consultants or managers. They are then presented with feedback and alternative strategies to accomplish their goal
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