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107 Cards in this Set
- Front
- Back
- 3rd side (hint)
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leadership
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The process of providing general direction and influencing individuals or groups to achieve goals.
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Chapter 8
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traits associated with leadership |
Drive, Leadership motivation, Integrity, Self-confidence, Cognitive ability, Knowledge of the domain
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Chapter 8
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drive
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Refers to the amount of ambition, persistence, tenacity, and initiative that people possess. |
Chapter 8
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leadership motivation
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Refers to a person's desire to lead, influence others, assume responsibility, and gain power.
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Chapter 8
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integrity
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Leaders with honesty are truthful and maintain consistency between what they say and what they do.
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Chapter 8
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self-confidence
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Able to learn from their mistakes, react positively to stress, and remain even-tempered and display appropriate emotions.
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Chapter 8
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cognitive ability
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better able to process complex information, solve problems, and deal with changing environments
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Chapter 8
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knowledge of the domain
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make better decisions, anticipate future problems, and understand the implications of their actions
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Chapter 8
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openness to new experiences
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open to new ideas and approaches is associated with flexibility |
Chapter 8
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extraversion
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enjoy being around people, prefer to maintain a vigorous pace, and seek excitement are more likely to be proactive in engaging both problems and opportunities
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Chapter 8
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job-centered leadership style
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A behavioral leadership style that emphasizes employee tasks and the methods used to accomplish them.
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Chapter 8
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employee-centered leadership style
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A behavioral leadership style that emphasizes employees' personal needs and the development of interpersonal relationships
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Chapter 8
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initiating structure
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A behavioral leadership style demonstrated by leaders who establish well-defined patterns of organization and communication, define procedures, and delineate their relationships with those being led.
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Chapter 8
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consideration
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A behavioral leadership style demonstrated by leaders who express friendship, develop mutual trust and respect, and have strong interpersonal relationships with those being led.
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Chapter 8
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Fiedler's contingency theory of leadership effectiveness
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A theory of leadership that suggests that the effectiveness of a leader depends on the interaction of his style of behavior with certain characteristics of the situation.
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Chapter 8
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leader-member relations
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The degree to which a leader is respected, is accepted as a leader, and has friendly interpersonal relations.
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Chapter 8
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task structure
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The degree to which tasks can be broken down into easily understood steps or parts.
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Chapter 8
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position power
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The degree to which a leader can reward, punish, promote, or demote individuals in the unit or organization
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Chapter 8
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path-goal leadership theory
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A theory of leadership based on expectancy concepts from the study of motivation, which suggests that leader effectiveness depends on the degree to which a leader enhances the performance expectancies and valences of her subordinates.
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Chapter 8
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directive leadership
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Leadership behavior characterized by implementing guidelines, providing information on what is expected, setting definite performance standards, and ensuring that individuals follow rules.
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Chapter 8
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supportive leadership
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Leadership behavior characterized by friendliness and concern for individuals' well-being, welfare, and needs.
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Chapter 8
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achievement-oriented leadership
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Leadership behavior characterized by setting challenging goals and seeking to improve performance.
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Chapter 8
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participative leadership
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Leadership behavior characterized by sharing information, consulting with those who are led, and emphasizing group decision making.
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Chapter 8
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transactional leadership
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A leadership approach that is based on the exchange relationship between followers and leaders. |
Chapter 8
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three types of transactional leadership behaviors |
contingent reward, active-management-by exception, and laissez faire
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Chapter 8
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contingent reward
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A form of transactional leadership that involves clarifying performance expectations and rewarding followers when those expectations are met
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Chapter 8
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active management-by-exception
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A form of transactional leadership that involves clarifying minimal performance standards and punishing those who do not perform up to the standards.
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Chapter 8
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laissez-faire leadership
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A questionable form of leadership involving the avoiding of responsibility and nonresponse to followers
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Chapter 8
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transformational leadership
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A leadership approach that involves motivating followers to do more than expected, to continuously develop and grow, to increase self-confidence, and to place the interests of the unit or organization before their own.
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Chapter 8
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transformational leadership involves
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charisma, intellectual stimulation, and individual consideration
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Chapter 8
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charisma
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A leader's ability to inspire emotion and passion in his followers and to cause them to identify with the leader
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Chapter 8
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leader-member exchange
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A model of leadership focused on leaders developing more positive relationships with some individuals and having more positive exchanges with these individuals.
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Chapter 8
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servant leadership
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An approach to leadership focused on serving others
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Chapter 8
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structural-cultural model
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A model holding that because women often experience lack of power, lack of respect, and certain stereotypical expectations, they develop leadership styles different from those of the men.
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Chapter 8
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socialization model
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A model proposing that all leaders in a particular organization will display similar leadership styles, because all have been selected and socialized by the same organization
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Chapter 8
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communication |
The sharing of information between two or more people to achieve a common understanding about an object or situation
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Chapter 9
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encoding
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The process whereby a sender translates the information he or she wishes to send in a message
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Chapter 9
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communication medium or communication channel
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The manner in which a message in conveyed
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Chapter 9
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decoding
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The process whereby a receiver perceives a sent message and interprets its meaning.
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Chapter 9
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feedback
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The process whereby a receiver encodes the message received and sends it or a response to it back to the original sender
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Chapter 9
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interpersonal communication |
Direct verbal or nonverbal interaction between two or more active participants
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Chapter 9
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formal communication
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communication that follows the formal structure of the organization (e.g., superior to subordinate) and entails organizationally sanctioned information.
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Chapter 9
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informal communication
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Communication that involves spontaneous interaction between two or more people outside the formal organization structure.
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Chapter 9
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rumors
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Unsubstantiated information of universal interest
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Chapter 9
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gossip
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Information that is presumed to be factual and is communicated in private or intimate settings.
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Chapter 9
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interpersonal communication styles |
Expressiveness, Preciseness, Verbal aggressiveness, Questioning orientation, Emotionality, Impression management
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Chapter 9
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expressiveness
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The amount and vividness of a person's communication. Descriptors include verboseness, conversational dominance, humor, and unpretentiousness
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Chapter 9
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preciseness |
The care that is put into communication. Descriptors include thoughtfulness, substantiveness, structuredness, and conciseness
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Chapter 9
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verbal aggressiveness
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The degree to which personal opinions and positions are advocated. Descriptors include authoritarianism, derogatoriness, angriness, and unsupportiveness
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Chapter 9
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questioning orientation
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The degree to which curiosity is emphasized. Descriptors include inquisitiveness, unconventionality, argumentativeness, and philosophicalness
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Chapter 9
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emotionality
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The reflection of stress or sadness in communication. Descriptors include worrisomeness, tension, sentimentality, and defensiveness
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Chapter 9
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impression management
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The degree to which calculated guardedness dominates a person's communication. Descriptors include charm, inscrutableness, ingratiation, and concealment
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Chapter 9
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nonverbal communication
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Communication that takes place without using spoken or written language, such as communication through facial expressions and body language.
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Chapter 9
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sparse networks
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A communication network in which most or all network members communicate with only a few other members
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Chapter 9
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dense networks
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A communication network in which most or all network members communicate with many other members
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Chapter 9
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centralized networks
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A communication network in which one or a few network members dominate communication
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Chapter 9
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decentralized networks
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A communication network in which no single network member dominates communications
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Chapter 9
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downward communication
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Communication that flows from superior to subordinate
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Chapter 9
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upward communication
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Communication that flows from subordinate to superior
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Chapter 9
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horizontal communication
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Communication that takes place between and among people at the same level
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Chapter 9
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cultural fluency
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The ability to identify, understand, and apply cultural differences that influence communication
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Chapter 9
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steps to effective listening |
Stop talking, Pay attention, Listen empathetically, Hear before evaluating, Listen to the whole message, Send feedback
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Chapter 9
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stop talking |
Often, we talk more than we should without giving the other person a chance to respond. Also, if we are thinking about what we will say when we speak, we cannot focus attention on the person to whom we wish to listen. Do not interrupt.
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Chapter 9
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pay attention |
Do not allow yourself to be distracted by thinking about something else. Often, we need to make an active effort to pay attention when others are speaking.
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Chapter 9
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listen empathetically
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Try to take the speaker's perspective. Mirror the speaker's body language and give him or her nonjudgmental encouragement to speak.
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Chapter 9
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hear before evaluating
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Do not draw premature conclusions or look for points of disagreement. Listen to what the person has to say before jumping to conclusions or judgment.
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Chapter 9
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listen to the whole message
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Look for consistency between the verbal and the nonverbal messages. Try to assess the person's feelings or intentions, as well as the facts.
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Chapter 9
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send feedback
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In order to make sure that you have heard correctly, paraphrase what was heard and repeat it to the person you were listening to.
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Chapter 9
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communication audit
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An analysis of an organization's internal and external communication designed to assess communication practic3es and capabilities and to determine needs
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Chapter 9 |
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communication climate
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Associates' perceptions regarding the quality of communication within the organization
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Chapter 9
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decisions
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Choices of actions from among multiple feasible alternatives
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Chapter 10
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decision making process
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Define the problem, Identify criteria, Gather and evaluate information, List and evaluate alternatives, Select best alternative, Implement and follow up, Feedback
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Chapter 10
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satisficing decisions
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Satisfactory rather than optimal decisions |
Chapter 10
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sensing
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A decision style focused on gathering concrete information directly through the senses, with an emphasis on practical and realistic ideas
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Chapter 10
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intuition
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A decision style focused on developing abstractions and figurative examples for use in decision making, with an emphasis on imagination and possibilities.
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Chapter 10
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thinking
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A decision style focused on objective evolution and systematic analysis
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Chapter 10
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feeling
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A decision style focused on subjective evaluation and the emotional reactions of others
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Chapter 10
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risk-taking propensity
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Willingness to take changes
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Chapter 10
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reference point
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A possible level of performance used to evaluate one's current standing
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Chapter 10
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cognitive biases
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Mental shortcuts involving simplified ways of thinking
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Chapter 10
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confirmation bias
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A cognitive bias in which information confirming early beliefs and ideas is sought while potentially disconfirming information is not sought
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Chapter 10
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ease-of-recall bias
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A cognitive bias in which information that is easy to recall from memory is relied on too much in making a decision
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Chapter 10
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anchoring bias
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A cognitive bias in which the first piece of information that is encountered about a situation is emphasized too much in making a decision
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Chapter 10
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sunk-cost bias
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A cognitive bias in which past investments of time, effort, and/or money are heavily weighted in deciding on continued investment
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Chapter 10
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moods
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Affective states corresponding to general positive or negative feelings disconnected from any particular event or stimulus
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Chapter 10
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emotions
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Affective states corresponding to specific feelings, such as anger, that tend to be associated with particular events, people, or other stimuli
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Chapter 10
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groupthink
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A situation in which group members maintain or seek consensus at the expense of identifying and debating honest disagreements
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Chapter 10
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symptoms associated with groupthink |
Self-censorship, Pressure, Unanimity, Rationalization, Invulnerability, Mindguards, Morality, Stereotypes
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Chapter 10
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self-censorship
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Group members who recognize flaws or errors in the group position tend to remain quiet during group discussions and avoid issues that might upset the group
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Chapter 10
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pressure
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Group members apply pressure to any member who expresses opinions that threaten group consensus and harmony
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Chapter 10
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unanimity
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Censorship and pressure lead to the illusion of unanimous support for the final group decision. Members who have been quiet are assumed to be in complete agreement, which further discourages consideration of other decision alternatives
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Chapter 10
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rationalization
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Many group members build complex rationales that effectively discount warnings or information that conflict with their thinking. Thus, sources of negative information are discredited in group discussions. Such actions often narrow the decision alternatives considered
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Chapter 10
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invulnerability
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Group members may develop an illusion of invulnerability, which causes them to ignore any dangers. As a result, they become overly optimistic and take unwarranted risks; the group seriously overestimates its collective wisdom
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Chapter 10
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mindguards
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Certain group members take on the social role of "mindguard". They attempt to shield the group from any facts, criticisms, or evaluations that may alter the illusion of unanimity and invulnerability
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Chapter 10
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morality
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Most group members believe in the morality of the group's position. The members may even speak about the inherent morality of what they are doing and the immorality of opposing views. This can result in decisions that ignore ethical and legal issues as viewed by the broader society and lead to negative consequences for others
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Chapter 10
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stereotypes
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Group members may develop negative stereotypes of other people and groups. These stereotypes can protect their own position and block the possibility of reasonable negotiations with outsiders
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Chapter 10
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common information bias
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A bias in which group members overemphasize information held by a majority or the entire group while failing to be mindful of information held by one group member or a few members
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Chapter 10
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diversity-based infighting
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A situation in which group members engage in unproductive, negative conflict over differing views
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Chapter 10
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risky shift
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A process by which group members collectively make a more risky choice than most or all of the individuals would have made working alone
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Chapter 10
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brainstorming
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A process in which a large number of ideas are generated while evaluation of the ideas is suspended
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Chapter 10
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brain-writing
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Group members stop at various points in a group meeting and write down all of their ideas then the ideas are combined on flip charts introducing anonymity
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Chapter 10
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electronic brainstorming (EBS)
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In a common version of EBS, group members sit around a table with computer stations in front of them. Each individual attempts to develop as many ideas as possible and enter them into a database. As an idea is entered, it is projected onto a large screen that everyone can see, there is anonymity with this process and individuals feel less inhibited.
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Chapter 10
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nominal group technique
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A process for group decision making in which discussion is structured and the final solution is decided by silent vote
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Chapter 10 |
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Delphi technique |
A highly structured decision-making process in which participants are surveyed regarding their opinions or best judgments
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Chapter 10
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dialectical inquiry
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A group decision-making technique that relies on debate between two subgroups that have developed different recommendations based on different assumptions
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Chapter 10
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devil's advocacy
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A group decision-making technique that relies on a critique of a recommended action and its underlying assumptions
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Chapter 10
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synergy
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An effect wherein the total output of a team is greater than the combined outputs of individual members working alone
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Chapter 11
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