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Leadership > Final > Flashcards

Final Flashcards

1
Q

What is a leader

A

leaders produce change

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2
Q

What is a manager

A

produce orderly results

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3
Q

What type of change do leaders produce

A

set direction, align people, and motivate

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4
Q

What do managers produce

A

planning and budgeting, organize and staff, control and solve problems

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5
Q

what is leadership

A

act of influencing other towards a goal

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6
Q

what are the types of leadership theories

A

trait based leadership
behavioral approaches to leadership
contingency approaches to leadership
contemporary approaches to leadership

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7
Q

What is trait based approaches to leadership

A

earliest, trying to identify the traits and skills that make effective leaders vs. non-leaders

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8
Q

what is behavioral approaches to leadership

A

Behaviors that distinguish effective leaders vs. Non-leaders

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9
Q

What is contingency approaches to leadership

A

conditions were certain leadership styles are most effective.

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10
Q

What are the types contemporary approaches to leadership

A

Transformational Leadership, Leader-Member Exchange (LMX) Thoery

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11
Q

What is Great Man Theory

A

tried to explain leadership by examining the traits of great leaders throughout history

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12
Q

What is the Ohio State and Michigan Study

A

First behavioral approach, lead to discoveries in Task and People oriented behaviors

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13
Q

What is task oriented behaviors

A

direction giving to employees to make sure a task is completed

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14
Q

what is people oriented behaviors

A

showing care and well being for people

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15
Q

what is the managerial grid

A

an overview of how to use both task and people oriented behaviors

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16
Q

What is Fielders Contingency Theory (LPC)

A

leadership style can’t be changed, either the setting should be changed or the leader should be changed to match the setting

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17
Q

What is situational leadership (Blanchard and Hersey)

A

Leaders should be able to recognize the needs of their team and adapt.

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18
Q

What is House Path Theory

A

Leaders create a path that leads to the goal

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19
Q

What is the Vroom Normative Decision Tree

A

Answering 7 key questions that leads you what to do

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20
Q

what are the 7 key questions about in the Vroom Tree

A 
decision significance
importance of commitment
leader expertise
likelihood of commitment
Group Alignment
Group Expertise
team competence
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21
Q

What are the 5 decision making styles the Vroom tree leads to

A 
decide
consult individuals
Consult as a group
Facilitate
Delegate
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22
Q

What is Transformational leadership Theory

A

The set of behaviors used to transform organization for the better.

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23
Q

What is leader-member exchange (LMX) Theory

A

forms different types of relationships with team

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24
Q

What is in-Group

A

favored team member who are assigned more interesting task

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25
Q

What is out-group

A

Team members who are just asked to comply with the rules

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26
Q

What is interactionist view

A

behavior gain from interacting with others

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27
Q

What is intellegence

A

The persons ability to profit from experience, gain knowledge and think critically

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28
Q

What are the multiple types of intelligence

A

linguistic, logical, spatial, musical, naturalist, bodily, interpersonal, intrapersonal

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29
Q

What is emotional intellegence

A

recognize ones feelings and someone else’s feelings,
motivating oneself
managing our emotions and relationships in a productive manner

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30
Q

What is the difference between a good and a great manager?

A

Emotional intelligence

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31
Q

What 5 skills make up emotional intellegence

A 
self-awareness
self-regultaion
motivation 
empathy 
social skill
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32
Q

What are values

A

life goals that reflect what is most important to us

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33
Q

what is Terminal Values

A

goals that one would like to achieve durning ones life

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34
Q

What is instrumental values

A

Means of achieving terminal values

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35
Q

What are the big 5 personality traits

A 
openness
conscientiousness
extraversion
agreeableness
neuroticism
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36
Q

What is openness

A

being curious, original, and open to new ideas

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37
Q

what is conscientiousness

A

being organized, punctual, and dependable

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38
Q

what is extraversion

A

outgoing, being around people

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39
Q

what is agreeableness

A

kind, tolerant, trusting

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40
Q

what is neuroticism

A

irritable, temperamental, and moody

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41
Q

what is self-Monitoring

A

person being able to monitor their actions in a social setting

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42
Q

what is self-Efficacy

A

believe that you can perform a task successfully.

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43
Q

what is locus of control

A

a degree to which people feel accountable for their own behaviors

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44
Q

what is high external locus of control

A

believe that what happens to them is out of their control

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45
Q

what is the myer-briggs type indicator (MBTI)

A

well know personally assessment.

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46
Q

What is the benefit of having a personally assessment in the workplace

A

reduces turnover, employees are happier and a better fit for the job

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47
Q

what is diversity

A

people are similar or different from each other

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48
Q

What are the 6 items found in Hofstede’s Culture Frame Work

A 
power distance
individualism vs collectivism
masculinity vs femininity
uncertainty avoidance
long term orientation vs short term orientation 
indulgence vs restraints
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49
Q

what is power distance

A

the less powerful people in a group accept and expect that power is distributed unequally

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50
Q

what is individualism vs collectivism

A

self image is defined by Me or WE

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51
Q

what is masculinity vs femininity

A

tough vs tender cultures

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52
Q

what is uncertainty avoidance

A

members of society feel uncomfortable with uncertainty

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53
Q

Long Term Orientation vs Short term

A

traditions vs change / eastern vs western world

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54
Q

indulgence vs restraints

A

free life vs strict rules

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55
Q

what is perception

A

how individuals detect and interpret their setting

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56
Q

what is stereotypes

A

generalization based of group characteristics

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57
Q

what is self-fulfilling prophesy

A

acting a way based of old beliefs

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58
Q

what is selective perception

A

paying attention to a selective part of the situation

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59
Q

what is Attribution

A

the causal explanation we give or an observed behavior

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60
Q

What are the three things that make up attribution

A

Consensus
Distinctiveness
Consistency

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61
Q

What is consensus

A

do people behave the same way?

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62
Q

what is Distinctivenss

A

do people behave the same in different settings?

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63
Q

What is Consistency

A

do they behave the same all the time?

64
Q

what is internal Attribution

A

internal characteristics of someone

65
Q

What is external Attribution

A

characteristics by seeing what someone does

66
Q

what questions can you ask to Manage yourself

A 
What are my strengths?
How do I work?
What are my values?
Where do I belong?
What can I contribute?
67
Q

what is motivation

A

a desire to achieve something

68
Q

what three things leads to performance

A

Motivation, ability, and Environment

69
Q

what is the needs based theory

A

Based on the belief that employees try hard in order to satisfy needs

70
Q

what is process based theory

A

belief that motivation is a rational process

71
Q

What is Maslov’s Hierarchy of Needs

A

Individuals have multiple needs that must be fulfilled in a specific order

72
Q

What is the order of Maslovs Hierarchy of needs

A

physiological needs, safety needs, social needs, esteem needs, self actualization need

73
Q

What is Alderfer’s ERG Theory

A

people are motivated by three primary needs

1. existence 2. relatedness 3. growth

74
Q

What is existence

A

basic physical needs

75
Q

What is relatedness

A

connection with other

76
Q

what is Growth

A

personal development

77
Q

what is Herzberg’s Two-Factor Theory

A

motivation is based on two factors: Hygiene Factors and motivators

78
Q

What is hygiene factors

A

work setting and determines dissatisfaction

79
Q

What is motivators

A

related to the job and determines satisfaction

80
Q

What is McClelland’s Acquired Needs Theory

A

acquire three types of needs as a result of life experiences

81
Q

What are the three types of needs for McClelland’s Theory

A

The Need for Achievement⁃The Need for Affiliation⁃The Need for Power

82
Q

What is the need for achievement

A

need to be successful

83
Q

What is the need for affiliation

A

need for human companionshipt

84
Q

What is the need for power

A

need to influence others

85
Q

what is Nohria and Lawrence’s Four-Drive Theory

A

the four underlying motivators that drives someones emotions and behaviors

86
Q

What are the Nohria and Lawrence’s Four-Drive Theory

A

⁃The Drive to Acquire⁃The Drive to Bond⁃The Drive to Comprehend⁃The Drive to Defend

87
Q

What is the drive to acquire

A

physical good, experiences

88
Q

what is the drive to bond

A

proud to be a part of a team

89
Q

what is the drive to comprehend

A

making sense of the world

90
Q

what is the drive to defend

A

quest to promote justice

91
Q

what is the Equity Theory

A

people are motivated by a sense of fairness

92
Q

what is Expectancy Theory of Motivation

A

willingness to put more or less effort depending on the outcome

93
Q

What is Reinforcement Theory

A

behavior is the function of the outcomes (consequences)

94
Q

What is a major influence over worker satisfaction

A

Job design

95
Q

what does job design have a major impact on

A 
Employee motivation⁃
Job satisfaction⁃
Commitment to an organization⁃
Absenteeism⁃
Turnover
96
Q

what is Job Rotation

A

moving employees from Job to Job

97
Q

what is Job Enlargement

A

expanding the task performed

98
Q

what is job enrichment

A

gives workers more control of how their job is done

99
Q

what is Job Characteristics Model (Hackman, Oldman)

A

One of the most influential attempts to design jobs with increased motivational properties

100
Q

what is empowerment

A

employees have the ability to make decisions and perform their jobs effectively

101
Q

what is Structural Empowerment

A

gives employees discretion and the ability to do their jobs effectively

102
Q

What are SMART goals

A 
Specific
measurable
aggressive
realistic
time-bound
103
Q

how do you make goals more effective

A

feedback, ability, and commitment

104
Q

what is Management by Objective (MBO)

A

a way to make sure individual and team goals are aligned

105
Q

Management by Objective Process

A
  1. companywide goals
  2. team goals
  3. individual goals
  4. Developing an action plan
  5. Periodically reviewing performance and revising goals
106
Q

what is Performance appraisal

A

identification, measurement, and management of individual performance

107
Q

What are the Characteristics of an Effective Appraisal System

A

adequate notice, fair hearing, judgement based on evidence

108
Q

what is 360-degree feedback

A

a self assessment of key concepts, and they compare them to other on the team

109
Q

what is a group

A

people who interact with eachother

110
Q

What is a team

A

people working towards the same game

111
Q

when are teams better to have over group

A

When it is hard task that require the expertise of multiple people

112
Q

what is team diversity

A

degree of similarity or difference among team members

113
Q

What is Homogeneity

A

degree which team members are simular

114
Q

what is the benefit of a homogeneity team or group

A

more productive when the task is simple

115
Q

what is Heterogeneity

A

degree which team members are different

116
Q

What is the benefit of a heterogeneity group

A

more productive when the task is complex

117
Q

what is the benefit of having a more diverse group

A

more creative, more access, more networks

118
Q

what is the drawback of having a more diverse group

A

loss of speed and efficiency, can lead to miscommunication

119
Q

what are the 5 stages of team development

A 
forming
storming
norming
performing
adjourning
120
Q

what is forming

A

team comes together and decides what task should be done

121
Q

what is storming

A

become more real, could have aruements

122
Q

what is norming

A

creating new norms that encourage the team to work better together

123
Q

what is performing

A

get work done

124
Q

what is adjourning

A

more individual work power

125
Q

what is Cohesion

A

togetherness in the group

126
Q

What is group think

A

making the incorrect decision just because the group thinks it is best.

127
Q

what is social loafting

A

individuals tend to work less while in a group setting

128
Q

what is conflict

A

A process that involves people disagreeing

129
Q

what is Negotiation

A

A process by which two or more parties work towards an agreement

130
Q

what is power

A

ability to influence the behavior of others to get what you want

131
Q

what is influence

A

how power is demostrated

132
Q

how does leadership work with power

A

Leadership requires both power and influence

133
Q

what are the types of conflict

A

Intrapersonal
Interpersonal
Intergroup Conflict

134
Q

what is intrapersonal conflict

A

within a person

135
Q

what is interpersonal conflict

A

two or more people inside the same group

136
Q

what is intergroup Conflict

A

two or more group

137
Q

what is Social Identity Theory

A

Proposes that group members of an in-group will seek to find negative aspects of an out-group to enhance their self-image

138
Q

what are the causes of conflict

A 
Organizational Structure⁃
•Limited Resources⁃
•Task Interdependence⁃
Incompatible Goals⁃
Personality Differences•
Communication Problems
139
Q

what are the 5 ways to manage conflict Strategies

A 
avoidance
accommodating
compromising
forcing
collaborating
140
Q

What are the two Negotiation Strategies

A
  1. Distributive Negotiations

2. Integrative Negotiations

141
Q

what is distributive negotiations

A

one person wins and the other one loses. A single issue

142
Q

what is Integrative Negotiations

A

win win and multiple issues

143
Q

what is the Bargaining Zone

A

a place where it is better for both parties to agree

144
Q

what is the Zone Of Possible Agreement (ZOPA)

A

the set of all possible deals acceptable for both parties

145
Q

what is Best Alternative To a Negotiated Agreement (BATNA)

A

The course of action that a person will take if a negotiation ends in an impasse

146
Q

what is Organizational Culture

A

shared assumptions, values and beliefs

147
Q

what are the three levels of culture

A

Artifacts, Values and Beliefs, Assumptions

148
Q

what are artifacts

A

Visible organizational structures, processes

149
Q

what are values and beliefs

A

The meanings that members of an organization attach to artifacts mission statements

150
Q

what are assumptions

A

behaviors stemming from beliefs

151
Q

how does culture develop

A

as an organization develops a shared concept of mission,

152
Q

how is culture created

A

Founders Values

Industry Demands

153
Q

What is founders values

A

influenced of ideas, values, and assumptions of the organization’s founder

154
Q

what is industry demands

A

act as a force to create similarities among organizational cultures

155
Q

How is Culture Maintained?

A 
⁃Attraction-Selection
-Attrition
⁃New Employee Onboarding 
⁃Leadership
⁃Reward Systems

Leadership (7 decks)

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