Org Behavior Test 3

Front 1

Legitimate Power

Back 1

Leaders influence people based on more than position

Front 2

Responsibilities and authority

Back 2

Managers carry out _______________ and exercise _________

Front 3

Transformation

Back 3

Leaders shift direction

Front 4

Sales, efficiency

Back 4

Managers make things a little better

Front 5

Trait Theories of Leadership

Back 5

Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non leaders

Front 6

Ambition
desire to lead
Honesty

Confidence

Intelligence

Knowledge

Back 6

Leadership Traits

Front 7

Extraversion

Back 7

Ambition and energy somewhat describes ____________

Front 8

Outgoing and extraverted

Back 8

These people would stand out and lead in a group of equals.

Front 9

Emotional Intelligence

Back 9

A strong indicator of leadership effectiveness

Front 10

Confidence
Efficiency
Relative Knowledge

Back 10

These traits predict better in weak situations

Front 11

Consciousnesses and openness to experience

Back 11

These are somewhat predictive of the appearance of leadership

Front 12

Trait Theory

Back 12

Theory that states you are born with certain traits and you can not train leaders to have them

Front 13

Behavioral theories of leadership

Back 13

Theories proposing that specific behaviors differentiate leaders from non leaders

Front 14

Trait Theory

Back 14

Leaders are born, not made

Front 15

Behavioral Theory

Back 15

Leadership Traits can be taught

Front 16

Concern for Production

Concern for People

Back 16

2 Primary kinds of behavior that are key in leaders

Front 17

Task oriented

Back 17

Concern for production

Front 18

Fiedler contingency model

Back 18

The theory that effective groups depend on a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader

Front 19

Least preferred co worker questionnaire

Back 19

An instrument that purports to measure whether a person is task or relationship oriented

Front 20

Fiedler contingency model

Back 20

Look at behaviors and traits combined with the situation

Front 21

LPC

Back 21

Looks at leaders orientation of task or relationship

Front 22

Leader member relations

Back 22

The degree of confidence, trust, and respect subordinates have in their leader

Front 23

Position Power

Back 23

Influence derived from one's formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases

Front 24

Task Structure

Back 24

The degree to which the job assignments are procedurized

Front 25

Leader Member Exchange Theory

Back 25

Leaders create in groups and out groups, and subordinates with in group status will have higher performance ratings, less turnover, and greater satisfaction with their superiors.

Front 26

Leader Member Exchange Theory

Back 26

Acknowledges that leaders don't treat everybody the same. Followers are characterized as being part of in our out group by leaders. Who the leader feels most comfortable with.

Front 27

Situational Leadership Theory

Back 27

A contingency Theory that focuses on follower's readiness

Front 28

Out group

Back 28

Generally lower performance ratings, tend to turn over and leave organization. Have lower satisfaction with leader.

Front 29

Path Goal Theory

Back 29

Theory that it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization

Front 30

Path Goal Theory

Back 30

Job is to do what you can do to get followers to achieve goals and as a leader you need to make sure your behavior is adjusted to characteristics of situation

Front 31

Directive Behavior

Back 31

Providing direction and giving exact instructions in what they need to do

Front 32

Participative Behavior

Back 32

Asking for input of followers

Front 33

Achievement Oriented Behavior

Back 33

Setting challenging goals, expect subordinates to perform at high levels.

Front 34

Supportive Behavior

Back 34

Show well being for followers and help make work pleasant.

Front 35

Participate leadership

Back 35

If you have followers who had a lot of experience and a lot of ability. ex. group of lawyers, doctors.

Front 36

Directive Approach

Back 36

If there is a lack of clarity of tasks

Front 37

Achievement oriented behavior

Back 37

If task is unstructured, set goals.

Front 38

Supportive Behavior

Back 38

If task is menial and not very challenging

Front 39

Leader Participation Model

Back 39

A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations

Front 40

Max Weber

Back 40

Character, Heroism

Front 41

Charismatic Leadership

Back 41

Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors

Front 42

Vision and articulation

Personal risk

Sensitivity to follower needs

Unconventional Behavior

Back 42

Key characteristics of charismatic Leadership

Front 43

Trust

Back 43

Foundation of Leadership

Front 44

Integrity

Benevolence

Ability

Back 44

Three characteristics that lead us to believe a leader is trustworthy

Front 45

Benevolence

Back 45

Is leaders supportive, have your back?

Front 46

Transactional Leaders

Back 46

Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements

Front 47

Contingent Reward

Management by Exception

Laissez Faire

Back 47

Transactional Leaders

Front 48

Transformational Leaders

Back 48

Leaders who provide individualized consideration and intellectual stimulation, and who possess charisma

Front 49

Charisma

Inspiration

Intellectual Stimulation

Individual Consideration

Back 49

Transformational Leaders

Front 50

Mentor

Back 50

A senior employee who sponsors and supports a less experienced employee

Front 51

Present ideas clearly
Listen Well
Empathize
Share experiences
Act as role model
Share contacts
Provide Political Guidance

Back 51

Mentoring Activities

Front 52

Self Leadership

Back 52

A set of processes through which individuals control their own behavior

Front 53

Self set goals

Back 53

Self Leadership:Encourage employees to create

Front 54

Self Rewards

Back 54

Self Leaders: Encourage the use of

Front 55

Attribution Theory of Leadership

Back 55

The idea that leadership is merely an attribution that people make about other individuals

Front 56

Experience/Training

Professional Orientation

Highly Structured Tasks, rules/procedures

Cohesive Work groups

Back 56

Substitutes for Leadership

Front 57

Power Tactics

Back 57

Ways in which individuals translate power bases into specific actions

Front 58

Rational Persuasion

Inspirational Appeals

Consultation

Back 58

Most effective power tactics

Front 59

Pressure

Back 59

Least effective power tactic

Front 60

Using more than one tactic
Begin with softer tactics
Use socially acceptable influence behavior

Back 60

Increase success of power tactics by

Front 61

Coalitions

Back 61

Clusters of individuals who temporarily come together to achieve a specific purpose

Front 62

Maximize their size

Back 62

Coalitions seek to ________ _____ ____ to attain influence

Front 63

Broad and diverse constituency

Back 63

Coalitions seek a _____ and _______ ____________ for support of their objectives

Front 64

High task and resource inter dependencies

Back 64

Coalitions occur more frequently in organizations with

Front 65

Standardized and routine

Back 65

Coalitions occur more frequently if tasks are

Front 66

Political Behavior

Back 66

Activities that are not required as part of one's formal role in the organization, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization

Front 67

Impression Management

Back 67

The process by which individuals attempt to control the impression others form of them

Front 68

Conformity
Excuses
Apologies
Self Promotion
Flattery
Favors
Association

Back 68

IM techniques

Front 69

Issue Selling

Back 69

Attempts to influence high level managers to pay attention to particular issues (Managing Up)

Front 70

Flatter

Back 70

_______ organizations need/want involvement from people at lower levels

Front 71

Information overload

Back 71

Top managers experience

Front 72

They perceive that management will listen and be supportive

The organization is changing

Back 72

People make the choice to sell issues in organizations when

Front 73

The organization's culture is a conflict avoiding culture

Politics are complex

People are afraid to damage their reputation

Back 73

People won't make the choice to issue sell when

Front 74

Bundling

Back 74

Connecting the issues to another issue vs selling the issue as an isolated concern

Front 75

Framing

Back 75

Using a business vs. moral frame

Front 76

Language

Back 76

Flexible or specific to one audience

Front 77

Involvement

Back 77

Go solo vs involve others as co sellers

Front 78

Approach

Back 78

Formal, public appeal vs. informal, private appeal

Front 79

Timing

Back 79

Early vs. late

Front 80

Exchange

Back 80

Rewarding the target with benefits/favors in exchange for following a request

Front 81

Coalitions

Back 81

Enlisting the aid of other people to persuade the target

Front 82

Rational persuasion

Back 82

Presenting logical arguments to demonstrate that the request is reasonable

Front 83

Power

Back 83

A capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes

Front 84

Dependence

Back 84

B's relationship to A when A possesses something that B requires

Front 85

Coercive Power

Back 85

A power base that is dependent on fear of the negative results from failing to comply

Front 86

Reward Power

Back 86

Compliance achieved based on the ability to distribute rewards that others view as valuable

Front 87

Legitimate Power

Back 87

The power a person receives as a result of his or her position in the formal hierarchy of an organization

Front 88

Expert Power

Back 88

Influence based on special skills or knowledge

Front 89

Referent Power

Back 89

Influence based on identification with a person who has desirable resources or personal traits

Front 90

Coercive Power

Back 90

Resistant behavior is linked to

Front 91

Reward and Legitimate Power

Back 91

Compliant behavior is linked to

Front 92

Expert and Referent Power

Back 92

Committed behavior is linked to

Front 93

Legitimacy

Back 93

Relying on your authority position or saying a request accords with organizational policies or rules

Front 94

Rational Persuasion

Back 94

Presenting logical arguments and factual evidence to demonstrate a request is reasonable

Front 95

Inspirational Appeals

Back 95

Developing emotional commitment by appealing to a target's values, needs, hopes, and aspirations

Front 96

Consultation

Back 96

Increasing the target's support by involving him or her in deciding how you will accomplish your plan

Front 97

Exchange

Back 97

Rewarding the target with benefits or favors in exchange for following a request

Front 98

Personal Appeals

Back 98

Asking for compliance based on friendship or loyalty

Front 99

Ingratiation

Back 99

Using flattery, praise, or friendly behavior prior to making a request

Front 100

Pressure

Back 100

Using warnings, repeated demands, and threats

Front 101

Coalitions

Back 101

Enlisting the aid or support of others to persuade the target

Front 102

Challenge Stressors

Back 102

Stressors associated with workload, pressure to complete tasks, and time urgency

Front 103

Hindrance Stressors

Back 103

Stressors that keep you from reaching your goals (for example, red tape, office politics, confusion over job responsibilities