Principles Of Mgmt Exam 4

Front 1

leader flexibility

Back 1

the idea that successful leasers must change their leadership styles as they encounter different situations

Front 2

Fiedler's contingency theory of leadership

Back 2

- Leader-member relations
- Task structure
- Position power

Front 3

Leader-member relations

Back 3

the degree to which the leader feels accepted by the followers.

Front 4

Task structure

Back 4

the degree to which the goals - the work to be done - and other situational factors are outlined clearly

Front 5

Position power

Back 5

determined by the extent to which the leader has control over the rewards and punishments followers receive.

Front 6

leadership

Back 6

the process of directing the behavior of others toward the accomplishment of some objective.

Front 7

trait approach to leadership

Back 7

based on early leadership research that assumed a good leader is born.

1. Intelligence, including judgement and verbal ability.

2. Past achievement in scholarship and athletics

3. Emotional maturity and stability

4. Dependability, persistence, and a drive for continuing achievement

5. The skill to participate socially and adapt to various groups

6. A desire for status and socioeconomic position

Front 8

The Tannenbaum and Schmidt Leadership Continuum

Back 8

continuum, or range, of leadership behavior available to managers when they are making decisions.

1. Manager makes the decision and announces it.

2. The manager "sells" the decision.

3. Manager presents ideas and invites questions.

4. Manager presents tentative decision subject to change

5. Manager presents problem, gets suggestions, makes decisions.

6. Manager defines limits; asks group to make decision.

7. Manager permits subordinates to function within limits defined by supervisor.

Front 9

The Vroom-Yetton-Jango Model

Back 9

Focuses on how much participation to allow subordinates in the decision-making process.

Built on two premises:

1. Organizational decisions should be of high quality (should have a beneficial impact on performance).

2. Subordinates should accept and be committed to organizational decisions that are made.

Front 10

Structure behavior

Back 10

Any leadership activity that delineates the relationship between the leader and the leader's followers or establishes well-defined procedures that followers should adhere to in performing their job.

Limits self guidance of followers in the performance of their tasks.

Front 11

Consideration behavior

Back 11

Leadership behavior that reflects friendship, mutual trust, respect, and warmth in the relationship between leader and followers.

Aims to develop and maintain good human relationship between the leader and the followers.

Front 12

Employee-centered behavior

Back 12

leader behavior that focuses primarily on subordinates as people.

This leader is attentive to the personal needs of the subordinates and is interested in building cooperative work teams.

associated with consideration behavior

Front 13

Path-Goal theory of leadership

Back 13

Suggests that the primary activities of a leader are to make desirable & achievable rewards available to organization members who attain organizational goals to clarify the kinds of behavior that must be performed to earn those rewards.

Maintains that managers can facilitate job performance by showing employees how their performance directly affects their reception of desired rewards.

Front 14

Things leaders must do in todays society

Back 14

1. Make massive personnel cuts
2. Introduce work teams
3. Reengineer work so that organization members will be more efficient and effective
4. Initiate programs designed to improve the overall quality of organizational functioning.

Front 15

Transformational leadership

Back 15

Leadership that inspires organizational success by profoundly affecting follower's beliefs in what an organization should be, as well as their values, such as justice and integrity.

- Creates a sense of duty
- Encourages new ways of handling problems
- Promotes learning for all organization members.

Front 16

Transformational leader tasks

Back 16

1. Raise follower's awareness of organizational issues and their consequences.

2. Create a vision of what the organization should be, build commitment to that vision throughout the organization,

3. Build commitment to that vision and facilitate changes that support the vision.

Front 17

Superleadership

Back 17

Leading by showing others how to lead themselves.

Front 18

Servant leadership

Back 18

Approach to leading in which leaders view their primary role helping followers in their quests to satisfy personal needs, aspirations, and interests.

Place high value on service to others over self interests.

Front 19

Entrepreneurial leadership

Back 19

Leadership that is based on the attitude that the leader is self-employed.

Leader acts as if they are playing a critical role in the organization rather than the mostly unimportant one.

Front 20

Motivation

Back 20

The inner state that causes an individual to behave in a way that ensures the accomplishment of some goal.

Front 21

Process Theories of Motivation

Back 21

Explanations of motivation that emphasize how individuals are motivated.

1. Need-goal theory
2. Vroom expectancy theory
3. Equity thoery
4. Porter-Lawler theory

Front 22

Needs-goal theory

Back 22

Most fundamental of the motivation theories.

Motivation begins with an individual feeling a need. This need is then transformed into behavior directed at supporting, or allowing the performance of goal behavior to reduce the felt need.

Front 23

Success in motivating.

Back 23

Understanding the personal needs of an employee is an example of ____.

Awards should be relevant to their needs.

Front 24

Equity theory of motivation

Back 24

Looks at an individual's perceived fairness of an employment situation and finds that perceived inequities can lead to changes in behavior.

1. Some will change their work outputs to better match the rewards they are receiving.

2. Some will change the compensation they receive for their work by asking for a raise or by taking legal action.

3. If unsuccessful some will try to change their own perception of the inequality.

4. Some will leave the situation opposed to changing it.

Front 25

The Motivation Process

Back 25

1. Perceived value of the reward is determined by both intrinsic and extrinsic awards that result in need satisfaction when a task is accomplished.

2. Extent to which an individual effectively accomplishes a task is determined by: the individuals perception of what is required to perform the task and the individuals ability to perform the task.

3. The perceived fairness of rewards influences the amount of satisfaction produced by those rewards.

Front 26

Maslow Hierarchy of Needs

Back 26

1. Physiological needs
2. Security, or safety, needs
3. Social needs
4. Esteem needs
5. Self-actualization needs

Front 27

Physiological needs

Back 27

Relates to the normal functioning of the body. They include needs for water, food, rest, sex, and air.