Final For Psy 321

Front 1

5 Outcomes of "in-group" status

Back 1

1. Less turn over
2. Higher performance
3. Greater commitment
4. Greater participation
5. Higher satisfaction

Front 2

Life Cycle Model has 3 stages of lead-subordinate relationship development

Back 2

Stage 1: Stranger Phase
-Low LMX
-Economic exchange
Stage 2: Aquaintance phase
-Limited LMX
-Testing period
Stage 3: Mature Partnership
-High LMX
-Social exchange "partnership"

Front 3

What was the latest update in 1995?

Back 3

More prescriptive than descriptive

Front 4

What is the "romance" of leadership?

Back 4

People have a tendency to overestimate the contributions of the leader or group or organizational performance.
ex. The President, the Lakers

Front 5

Two main contributors to follower ship patterns/dimensions

Back 5

Kelly & Hollander

Front 6

What are the 5 folllower-ship patterns?

Back 6

1. Alienated followers (Independent/Passive)
2. Survivor (middle)
3. Sheep (Dependent/Passive)
4. Yes people (Dependent/Active)
5. Effective Followers (Independent/Active)

Front 7

Definition of a group?

Back 7

A collection of two or more interacting individuals who maintain stable patterns of relationships, share common goals, and perceive themselves as being a group.

Front 8

Four key characteristics of a group?

Back 8

1. Social Interaction
2. Stability
3. Common Interests or goals
4. Recognition as being a group

Front 9

Factors influencing group effectiveness

Back 9

1. Member commitment
2. Member skills & role clarity
3. Internal organization & coordination
4. External coordination
5. Resources & political support
6. Cooporation, coohesiveness & groupthink
7. Collective efficacy
8. Shared mental models
9. Member diversity

Front 10

Additional factors in 3 parts?

Back 10

1. Group size
2. Status differentials
3. Emotional maturity

Front 11

Advantages of diversity groups?

Back 11

1. Multiple perspectives
2. Openness to new ideas
3. Increased creativity
4. Increased flexibility
5. Increased problem solving skills

Front 12

Disadvantages of diversity groups?

Back 12

1. Ambiguity
2. Complexity
3. Confusion
4. Miscommunication
5. Reaching agreements

Front 13

1 category of leadership functions in groups is called task oriented behavior consisting of 5 things?

Back 13

1. Process structuring
2. Stimulating communication
3. clarifying communication
4. summarizing
5. consensus testing

Front 14

2nd category of leadership functions in groups is called group-maintenance behavior

Back 14

1. Gatekeeping (make sure everyone is participating)
2. harmonizing
3. Supporting
4. Standard setting
5. Process analyzing

Front 15

Main idea of and key differences between groups and teams

Back 15

All teams are groups; not all groups are teams

Front 16

What are included in cross functional teams?

Back 16

Includes representatives from multiple functional subunits
-Members responsible to team and to functional area
-Results in matrix organization
PURPOSE: plan/conduct complex activity that affects all involved parties
usually has appointed a leader

Front 17

What benefits and challenges come with cross functional teams?

Back 17

Benefits: Better, more creative problem solving
improved coordination
members learn new perspectives and skills
Challenges: Communication difficulties
Loyalties to functional areas

Front 18

What is included in self-managed teams, advantages and challenges?

Back 18

Responsible for producing productive/service
Set-up by organization, but operations determined within team
Advantages are:
higher quality of work
higher morale
opportunities for cross-training
lower costs (cutting out management roles)
Challenges
difficult to implement

Front 19

What is the definition of a trait?

Back 19

Any number of individual attributes that include values, personality, needs, temperament, or motives.

Front 20

What is the definition of a skill and three categories of skills?

Back 20

Skill: The ability to do something in an effective manner
1. Technical-specific activity
2. Interpersonal-Effectively interacting with other people
3. Conceptual-analytical thinking

Front 21

What are the 4 decision making roles?

Back 21

1. Entrepreneur
2. Disturbance handler
3. Resource Allocator
4. Negotiator

Front 22

What does Stogdill's review conclude?

Back 22

There is no evidence for universal traits that you need to be a leader-100 studies in 1948, in 1950 150-160 studies

Front 23

What does TAT stand for?

Back 23

Thematic Apperception Test

Front 24

What are the 3 motives to managerial motivation?

Back 24

1. Need for power(nAff)
2. Need for achievement (nAch)-high levels
2. Need for affiliation (nAff)-low levels

Front 25

Big Five Personality (Ocean) dimensions

Back 25

1. Openness to Experience
2. Conscientiousness
3. Extraversion
4. Agreeableness
5. Neuroticism

Front 26

Key traits of leadership

Back 26

1. High energy level & stress tolerance
2. Self-Confidence
3. Internal locus of control
4. Emotional stability & maturity
5. Personal integrity
6. Power motivation
7. Achievement motivation
8. Need for affiliation
9. Narcissim

Front 27

What is the name of the personal who thought of managerial motivation?

Back 27

Mcclelland

Front 28

Five components and who creates emotional intelligence and the dimensions?

Back 28

who: Goleman
1. Self-awareness
2. Self-regulation
3. Motivation
4. Empathy
5. Social Skill**

Front 29

Strengths of the trait approach

Back 29

1. inuitively appealing
2. long history of research
3. deeper understanding of leader aspect of leadership
4. possible uses in selection

Front 30

weaknesses of the trait approach

Back 30

1. no definitive list of traits
2. failure to account for situations
3. traits can be too abstract to be useful
4. failure to relate to leader outcomes
5. not useful for training and development

Front 31

Ohio state leadership studies

Back 31

Blake & Mouton developed the influential early questionnaire research
LBDQ (leader behavior description questionaire) development
goal: the measure what leaders do
1. consideration
2. initiating structure
no consistent results
concern for people and concern for production

Front 32

What does TRC leadership theory stand for?

Back 32

1. Task
2. Relationship
3. Change

Front 33

Country club

Back 33

high concern for people-low concern for production

Front 34

Team Management

Back 34

High concern for people-high concern for production

Front 35

Impoverished management

Back 35

low concern for people-low concern for production

Front 36

Task management

Back 36

low concern for people-high concern for production

Front 37

Definition of contingency model

Back 37

Any of several theories that recognize that certain styles of leadership are more effective in some situations than in others

Front 38

Yukl's four varieties of participation?

Back 38

1. Autocratic
2. Consultation
3. Joint Decisions
4. Delegation

Front 39

Pros of participation?

Back 39

1. Greater decision quality
-pooling of resources
-specialization of labor
-diversity of perspectives
2. Greater decision acceptance
3. Satisfaction with process
4. Higher commitment to decision
5. Team Building
6. Skill building

Front 40

Cons of participation?

Back 40

1. More time
2. Potential conflict
3. Dominant members
4. Suboptimal compromise
5. Group think

Front 41

Three categories of situational variables?

Back 41

1. Subordinate characteristics
• - example: indifference towards rewards
2. Task characteristics
• - example: structured, routine task
3. Group or Organization characteristics
• - example: cohesive work group

Front 42

What are the 3 leadership styles by Lewin, Lippitt & White?

Back 42

1. Autocratic
2. Democratic
3. Laissez Faire

Front 43

Common themes in leadership definition?

Back 43

• Leadership is a interactive process
•
• Leadership involves influence
•
• Leadership occurs in groups
•
• Leadership includes attention to goals

Front 44

Which of the following people developed a contingency theory?

Back 44

1. Hershey & Blanchard
2.House
3. Kerr & Jermier