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28 Cards in this Set
- Front
- Back
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social facilitation
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concluded others facilitated individual performance
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mere presence hypothesis
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mere presence of others is arousing
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social loafing
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lack of potential for evaluation produces loafing
eliminated by increasing motivation |
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_____________- Process Loss =_________________
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potential productivity - process loss = actual productivity
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coordination loss
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IDK
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disjunctive task
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horse trading problem
why do we believe one part of the group and not another? |
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conjunctive task
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performance depends on least capable member
potential productivity should decrease with group size |
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Additive task
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performance depends on sum of members' input
potential productivity should increase with group size |
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collective efficacy
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shared belief in team's ability to meet goals
effect of collective efficacy on performance moderated by interdependence |
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cohesion
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Interpersonal cohesion/Task commitment/group pride ------>Team Cohesion
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all three components are positively related to behaviors and efficiency
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IDK
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task interdependence moderates
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the relations ship between cohesion and team performance
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bases of power
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reward, coercive, legitimate, expert, referent
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trait theory
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no traits accurately predict leadership
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big 5 and leader effectiveness
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vary by industry based on expectations
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structure
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organizing and defining group activities
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consideration
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mutual trust and respect between leader and group
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LOQ
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is friendly and approachable
let's group members know what is expected of them |
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LBDQ
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do personal favors for people in work group
assign people in the workgroup to particular tasks |
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transaction vs transformational leadership
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leader encourages certain behaviors through the use of rewards
leader appeals to broad motives (social justice) to focus on higher organizational goals |
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contingency theories
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leader trait/behavior --> leader effectiveness
moderated by situation |
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LPC
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least preferred coworker
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High LPC
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person described in favorable terms. leader is relationship-oriented
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low LPC
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person described in unfavorable terms. leader is task-oriented
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path goal theory
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effective leaders increase subordinate's expectancy
leaders should highlight paths to goals |
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LMX theory
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subordinates begin as out-group members and then may become in-group
effective leaders move subordinates to in group |
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Vroom-Yetton-Yago theory
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prescriptive theory that tells leaders what decision styles to use
leaders who follow model are predicted to be more effective |
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gender differences in leadership
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women under represented in leadership roles
no difference in interpersonal vs. task orientation in field studies but in lab studies, stereotypes |
