Mos 2181 Ch 13 + 14

Front 1

Leadership

Back 1

the use of power and influence to direct the activities of followers toward goal achievement

Front 2

2 approaches to evaluating leadership effectiveness

Back 2

1. unit-focused approach

2. dyad-focused approach

Front 3

unit-focus

Back 3

average responses across the group

Front 4

dyad-focused approach

Back 4

do not average responses to questions about relationship with leader - helps demonstrate the ingroup and outgroup

Front 5

leader-member exchange theory (LMX)

Back 5

theory describing how leader-member relationships develop over time on a dyadic (two part - employee and leader) basis

Front 6

role taking

Back 6

first phase in LMX

leader provides employee with job expectations and employee tries to meet those expectations

Front 7

role making

Back 7

phase of LMX

employee voices their own expectations for relationship -> free flowing exchange of opportunities and resources

Front 8

2 dyads resulting from role taking and role making

Back 8

1. high quality exchange

2. low quality exchange

Front 9

high quality exchange

Back 9

frequent exchange

ingroup

high communication, mutual trust, respect, and obligation = more citizenship behaviour

Front 10

effect of high LMX relationship on turnover

Back 10

while leader is with org. employees less likely to leave

when leader leaves org, employees more likely to leave

Front 11

what type of employees more likely to be in the ingroup

Back 11

those who are competent, likeable and similar to the leader

racial similarity, age and gender have small impact compared to above factors

Front 12

which cultures are development of high LMX most effective in

Back 12

individualistic cultures

Front 13

leader effectiveness

Back 13

the degree to which the leader's actions result in the achievement of the unit's goals, the continued commitment of the unit's employees and the development of mutual trust, respect, and obligation in leader-member dyads (how well people do in a leadership role)

Front 14

leader emergence

Back 14

the process of becoming a leader; who becomes a leader in the first place

Front 15

high conscientiousness and low agreeableness are linked to

Back 15

leader emergence

Front 16

low neuroticism is linked to

Back 16

neither emergence or effectiveness

Front 17

leader emergence is linked to lowness on which trait?

Back 17

low agreeableness

Front 18

4 decision making styles

Back 18

1. autocratic

2. consultative

3. facilitative

4. delegative

Front 19

consultative style

Back 19

employees have a say in process, but leader makes decision

they ask for suggesstions/opinions of employees

Front 20

facilitative

Back 20

leader presents problem to group and seeks to get consensus - their opinion weighted equally to everyone else's

act as a facilitator

Front 21

delegative style

Back 21

leader plays no role unless asked,

employees make decision within a set of boundaries

Front 22

link between job satisfaction and decision participation and one caveat

Back 22

incr involvement = incr job satisfaction

but employees don't like meetings & they're time consuming

Front 23

time-driven model of leadership

Back 23

should use the decision making styles to describe situations in which each style is most suitable rather than using the styles to describe leaders themselves

Front 24

when to use autocratic style

Back 24

insignificant decision and commitment not important

Front 25

delegative style should be used when

Back 25

employees have strong teamwork skills, unlikely to commit blindly to whatever decision the leader makes

Front 26

2 categories of day-to-day leadership behaviour

Back 26

1. initiating structure

2. consideration

Front 27

initiation

Back 27

originating, facilitating and sometimes resistiing new ideas

Front 28

organization

Back 28

define the structure and wokr and clarify leader-member roles

Front 29

production

Back 29

setting goals and providing incentives for the effort and productivity of employees

Front 30

consideration

Back 30

creating job relationships based on mutual trust and respect

caring for employees welfare, treating them as equals

Front 31

membership

Back 31

mixing with employees, stressing informal interactions, exchanging personal services

Front 32

integration

Back 32

pleasant atmosphere, reducing conflict, promoting individual adjustment to the group

Front 33

recongition

Back 33

approve/disprove employee behaviour

Front 34

representation

Back 34

acting on group's behalf, defending them, advancing their interests

Front 35

inititating structure and consideration both improve overall unit performance but they are unrelated behaviours

Back 35

yes, hard to predict level of one from the other

can think of as opposite ends of a spectrum

Front 36

life cycle theory of leadership

Back 36

optimal level combination of initiating structure and consideration depends on the readiness of employees in the work unit

Front 37

readiness

Back 37

degree to which employees have the ability and willingness to accomplish their specific tasks

Front 38

R1

Back 38

working together for the first time - need role definition

telling (high structure, low consideration)

Front 39

R2

Back 39

begun working, find it difficult

selling (high structure and consideration)

-support and encouragement and direction

Front 40

R3

Back 40

learned to work together but still need support

parciptation - low structure, high consideration

leader shares ideas

Front 41

r4

Back 41

employees ready for responsibility

delegating - low structure, low consideration

turns responsibility over

Front 42

transformational leadership

Back 42

insipring followers to commit to a shared vision that provides meaning to their work while serving as a role model who helps followers develop potential and view problems from new perspectives

Front 43

transactional leadership

Back 43

leader rewards or disciplines based on adequacy of follower's performance

Front 44

passive management by exception (sticks)

Back 44

no action until complaint

(if it aint broke dont fix it)

Front 45

active management by exception

Back 45

monitors mistakes and takes action when necessary

-focus on failure

Front 46

contingent reward ( carrots)

Back 46

rewards in exchange for adequate performance

Front 47

out of the 3 types of transactional leadership, which is most beneficial to motivation and percieved leader effectiveness

Back 47

1. contingent reward - supplying rewards (carrots)

passive management by exception hurts these outcomes

Front 48

meaning--making process

Back 48

leader emphasizes negative features of status quo while highlighting positive features of the potential feature

think MLK i have a dream - inspirtational motivational speech

Front 49

transformational leadership strongly correlates with org. committment

Back 49

increases affective commitment

Front 50

transformational leadership moderatly positively correlates with job performance

Back 50

increases motivation and citizenship behaviours

Front 51

which can have higher beneficial effects:

leader or substitutes for leaders

Back 51

substitutes

Front 52

organizational structure

Back 52

how jobs and tasks are divided and coordinated between individuals and groups within the company

Front 53

org chart

Back 53

represents the jobs in the org. and the formal reporting relationships between them

Front 54

wide span of control

Back 54

flat org chart

Front 55

narrow span of control

Back 55

tall org chart

Front 56

mechanistic organization

Back 56

standardized organizations that thrive in stable enviornments

-high formalization, clear lines of authority/rigid chain of command, vertical communication, high work specialization, centralized decsion making, narrow spans of control

Front 57

organic organizations

Back 57

outward focuses orgs that thrive in dynamic organizations

-low formalization, weak or multiple chains of command, low level of work specialization, horizontal communication, wide span of control

Front 58

Larger organizations become more

Back 58

mechanistic

Front 59

factors that influence the org. structure

Back 59

1. business environment

2. company strategy

3. technology

4. company size

Front 60

restruring weakly negatively correlates wiith job performance

Back 60

increases uncertainty and stress

Front 61

restructuring has a moderate negative correlation with organizational commitment

Back 61

lowers affective commitment