Chapter 10: Leadership and Organizational Change Flashcards
(110 cards)
1
Q
Motivation
A
Inner force that activates or moves a person toward achievement of a goal. In the motivation process, needs produce motives that lead to the accomplishment of goals or objectives.
2
Q
Motive
A
Something that prompts a person to action.
3
Q
Prepotent Need
A
Need that is dominant over all others.
4
Q
Withdrawal
A
When an individual becomes less involved in work; may be exhibited by apathy, excessive absences, lateness, or turnover. It is one mechanism used to avoid frustrating situations.
5
Q
Agression
A
When an individual directly attacks the source of frustration or another object or party. For example, a foodservice employee who is upset with his or her supervisor may slam and bang the pots and pans as a way of venting frustration.
6
Q
Substitution
A
When an individual puts something in the place of the original object.
7
Q
Compensation
A
When a person goes overboard in one area or activity to make up for deficiencies in another.
8
Q
Revert or Regress
A
When an individual exhibits childlike behavior as a way of dealing with an unpleasant situation.
9
Q
Repression
A
When an individual attributes his or her own feelings to someone else.
10
Q
Rationalization
A
When an individual presents a reason that is less ego deflating or more socially acceptable than the true reason.
11
Q
The 5 Theories of Motivation
A
- Need Hierarchy
- Achievement-power-affiliation
- Two-factor
- Expectancy
- Reinforcement
12
Q
Need Hierarchy Theory
A
Developed by Maslow and states that people are motivated by their desire to satisfy specific needs, which are arranged in the following ascending hierarchical order:
- Psychological
- Safety
- Social
- Esteem
- Self-actualization
13
Q
Physiological Needs
A
Needs of the human body that must be satisfied to sustain life.
14
Q
Safety Needs
A
Needs concerned with the protection of individuals from physical or psychological harm.
15
Q
Social Needs
A
Needs for love, affection and belonging.
16
Q
Esteem Needs
A
Needs relating to feelings of self-respect and self-worth, along with respect and esteem from one’s peers.
17
Q
Self-Actualization Needs
A
Needs related to one’s potential or to the desire to fulfill one’s potential.
18
Q
Achievement-Power-Affiliation Theory
A
McClelland’s theory emphasizing needs that are learned and socially acquired as the individual interacts with the environment.
19
Q
Achievement Motive
A
The need for achievement is a desire to do something better or more efficiently than it has been done before.
20
Q
Power Motive
A
The need for power is basically a concern for influencing people. Two aspects of power are positive and negative.
21
Q
Affiliation Motive
A
The need for affiliation is characterized by the desire to be liked by others and to establish or maintain friendly relationships.
22
Q
Two-Factor Theory
A
Herzberg’s theory of work motivation focusing on the rewards or outcomes of performance that satisfy needs.
23
Q
Expectancy Theory
A
Theory based on the belief that people act in such a manner as to increase pleasure and decrease displeasure. It attempts to explain behavior in terms of an individual’s goals, choices, and expectations of achieving these goals.
24
Q
Valence
A
Value an employee places on rewards offered by the organization.
25
Reinforcement Theory
Skinner;s theory that people behave in a certain way because they have learned that certain behaviors are associated with positive and others with negative outcomes.
26
Intrinsic Motivtion
Motivation coming from within an individual.
27
Extrinsic Motivation
Factors outside of the individual that drive behavior.
28
Job Satisfaction
An individual's feelings and beliefs about his or her job.
29
Organizational Citizenship Behaviors (OCBs)
Positive, voluntary behaviors that enhance organizational efficiency.
30
Affective Commitment
Commitment to an organization because one is happy to be working for the organization, believes in the organization, and wants to do what is best for the organization.
31
Continuous Commitment
Commitment to an organization only because the cost of leaving is too great.
32
Leadership
Process of influencing activities of an individual or group toward achieving organizational goals.
33
Position Power
Derived from a person's official position in an organization.
34
Personal Power
Comes from personal attributes and expertise.
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The 7 Bases of Power
1. Legitimate power
2. Reward power
3. Coercive power
4. Expert power
5. Referent power
6. Information power
7. Connection power
36
Legitimate Power
Comes from the formal position held by an individual in an organization; generally, the higher the position, the higher legitimate power tends to be. A leader high in legitimate power induces compliance from others because the followers believe this person has the right to give directions by virtue of his or her position.
37
Reward Power
Comes from a leader's ability to reward others. Examples of formal rewards are increases in pay, promotions, or favorable job assignments.
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Coercive Power
Comes from the authority of the leader to punish those who do not comply. A leader with coercive power can fire, demote, threaten, or give undesirable work assignments to induce compliance from others.
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Expert Power
Held by those leaders who are viewed as being competent in their job. Knowledge gained through education or experience and a demonstration of ability to perform are sources of expert power. A leader high in expert power can influence others because of their respect for his or her abilities.
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Referent Power
Based on identification of followers with a leader. A leader high in referent power is generally well liked and admired by others; thus, the leader can influence others because of this identification and admiration.
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Information Power
Based on the leader's possession of or access to information that others perceive as valuable. This power influences others either because they need the information or want to be a part of things.
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Connection Power
Based on the leader's connections to leaders connections with influential or important persons inside or outside the organization. A leader high in connection power induces compliance from others who aim at gaining the favor or avoiding the disfavor of the influential connection.
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Theory X
McGregor's theory that motivation is primarily through fear and the supervisor is required to maintain close watch of employees if organizational goals are to be met. Also, the manager must protect the employees from their own shortcomings and weaknesses and, if necessary, goad them into action.
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Theory Y
McGregor's theory that emphasizes managerial leadership by permitting employees to experience personal satisfaction and to be self-directed.
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Formal Leaders
Employee who holds an organization leadership position.
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Informal Leaders
Employee perceived by peers as someone they want to follow; does not hold an organization leadership position.
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The 3 Basic Styles of Leadership
1. Autocratic leader
2. Laissez-faire leader
3. Democratic leader
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Autocratic Leader
Makes most of the decisions.
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Laissez-Faire Leader
Allows the group to make the decisions.
50
Democratic Leader
Guides and encourages the group to make decisions.
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4 Basic Management Styles
1. Exploitive autocratic
2. Benevolent autocratic
3. Consultative
4. Participative
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Explotive Autocratic
In this management style, employees are motivated by fear, threats, and punishment and seldom by reward. Almost all decisions are made by top management, and only occasionally does communication move up from employees to the manager.
53
Benevolent Autocratic
This management style indicates that only certain minor decisions are made by employees, and communication moving upward is generally ignored. Small rewards are given, but threats and punishment are the norm.
54
Consultative Style
In this style of management employees gain some confidence. Information flows up and down, but all major decisions come from the top.
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Participative
Management style that operates on a basis of trust and responsibility. Employees discuss the job with their supervisors, and communication flows up, down and laterally; decision making is spread evenly through the organization.
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Consideration Dimension of Leadership
Indicates behavior that expresses friendship, develops mutual trust and respect, and develops strong interpersonal relationships with subordinates. Leaders who exhibit consideration are supportive of their employees, use their employees' ideas, and allow frequent participation in decisions.
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Initiating Structure Dimension of Leadership
Indicated behavior that defines work and establishes well-defined communication patterns and clear relationships between the leader and subordinate. Leaders who initiate structure emphasize goals and deadlines, give employees detailed task assignments, and define performance expectations in specific terms.
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Impoverished Management
Manager is very indifferent, exerts minimal effort to get work done, assumes little responsibility; shows minimal concern for people or results.
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Country Club Management
Manager is very accommodating; focuses on needs of people to achieve a friendly, harmonious environment; generates enthusiasm by focusing on the positive.
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Authority Obedience Management
Manager is very controlling, focuses on efficiency and results, enforces rules and expects results.
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Middle of the Road Management
Manager is very status quo oriented, focuses on balancing getting work out with maintaining positive morale, test opinions with other to get support for decisions.
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Paternalist Management
Manager prescribed and guides, defines initiatives for self and others, offers praise and appreciation, discourages challenging of plans or decisions.
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Opportunistic Management
Manager manipulates and exploits others, persuades others to do work that benefits manager personally, relies on whatever approach needs to gain personal advantage.
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Leaders Exhibit the 5 Best Practices
1. Challenging the process
2. Inspiring a shared vision
3. Enabling others to act
4. Modeling the way
5. Encouraging the heart
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Challenging the Process
Leaders take risks, innovate, and experiment.
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Inspiring a Shared Vision
Leaders invent the future and enable others to become excited about vision.
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Enabling Others to Act
Leaders encourage teamwork and collaboration and empower others; believed to be the most significant of the five practices.
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Encouraging the Heart
Leaders recognize the work of others and encourage others when they become exhausted, frustrated, or disenchanted.
69
Transformational Leadership
Leadership that inspires followers to become motivated to work toward organizational rather than personal gain. A transformational leader has charisma, intellectually stimulates followers, and engages in developmental
70
Leader-Member Relations
Personal relations with members of the group.
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Task Structure
Degree of structure in the task assigned to the group.
72
Position Power
Power and authority a leader's position provides.
73
Task Behavior
The extent to which the leader engages in spelling out the duties and responsibilities of an individual or group. It includes telling people what to do, how to do it, when to do it, where to do it, and who is to do it.
74
Relationship Behavior
The extent to which the leader engages in two-way or multi-way communication. It includes listening, facilitation, and supportive behaviors.
75
Consistency
Using the same type of leadership style for all similar situations and varying the style appropriately as the situation changes.
76
Readiness
In the work situation is defined as a desire for achievement based on challenging but attainable goals; willingness and ability to accept responsibility; and education or experience and skills relevant to a particular task.
77
4 Types of Leader Behavior in the Path-Goal Leadership Concept
1. Directive
2. Supportive
3. Achievement Oriented
4. Participative
78
Directive
Leadership behavior characterized by providing guidelines, letting subordinates know what is expected, setting definite performance standards, and controlling behavior to ensure adherence to rules.
79
Supportive
Leadership behavior characterized by being friendly and showing concern for subordinates' well-being and needs.
80
Achievement Oriented
Leadership behavior characterized by setting challenging goals and seeking to improve performance.
81
Participative
Leadership behavior characterized by sharing information, consulting with employees, and emphasizing group decision making.
82
Locus of Control
Refers to the tendency of people to rely on internal or external sources.
83
Internal Locus of Control
Is operational with people who attribute task success on failure to their own strengths and weaknesses.
84
External Locus of Control
Characteristic of people with a tendency to attribute success or failure to the nature of the situation around them.
85
Transformational leadership occurs when leaders transform or change their followers in ways that lead the followers to:
- Trust the leader
- Perform behaviors that contribute to the achievement of organizational goals
- Perform at a high level
86
Transactional Leadership
Leadership that focuses on clarifying roles and responsibilities and use of rewards and punishment to achieve goals.
87
Emotional Intelligence
Extent to which a person is in tune with his or her own feelings and the feelings of others. It is the ability to integrate emotions and reasons in such a way that emotions are used to facilitate reasoning and emotions are managed with reasoning.
88
Social Intelligence
Ability to determine the requirements for leadership in a particular situation and select the appropriate response.
89
Social Perceptiveness
The ability to understand the functional needs, problems, and opportunities of a person or group and the characteristics, social relationships and collective processes that will enhance or limit the ability to influence that person or group.
90
Metacognition
Ability to learn and adapt to change. It involves the ability to introspectively analyze one's ability to define and solve problems and find ways to improve.
91
Primal Leadership
Concept that stresses that the emotional task of the leader is primal (first and most important). It draws heavily on the concept of emotional intelligence and emphasizes the importance of emphatic listening and resonance.
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Resonance
A leader's ability to perceive and influence the emotions of others.
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6 Leadership Styles of Primal Leadership
1. Visionary
2. Coaching
3. Affiliative
4. Democratic
5. Pacesetter
6. Commanding
94
Visionary
Leader articulates where the organization is going and attunes the vision to the values of the employees to help them believe in the importance of their work to this vision; viewed as the most effective style of Primal Leadership.
95
Coaching
Leader works one-on-one with employees to help identify their strengths and weaknesses and career goals and to build self confidence and autonomy; work is delegated to employees based on their abilities.
96
Affiliative
Leader focuses on the emotional needs of employees and promotes harmony, fosters friendly interactions, and nurtures personal relationships.
97
Democratic
Leader gains input from others in decision-making process; listening is a key strength of this style.
98
Pacesetter
Leader has a drive to succeed not based on external rewards but on own high standards of excellence; works in situations where employees are self-motivated, highly competent, and need little direction.
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Commanding
Leader issues orders without asking input; should be used only in crisis situations.
100
Leadership Development
The process of helping individuals identify and improve their abilities to function in leadership roles.
101
360-Degree Feedback
Getting evaluative input from subordinates, peers, and superiors helps identify aspects of one's leadership that might need to be changed.
102
Networking
Interacting with individuals both within and outside the organization can provide important information, build peer relationships, and promote cooperation.
103
Executive Coaching
Interacting one-on-one with a coach to assess leader strengths and weakness and develop a comprehensive plan for leadership development.
104
Mentoring
Receiving support from more experienced colleagues to help in career development.
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Job Assignments
Holding positions that provide leadership experiences.
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Action Learning
Participating in a continuous process of learning and reflection.
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Change
Movement from one state to another.
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The 7 Habits of Highly Effective People
1. Be proactive
2. Begin
3. Put first things first
4. Think win/win
5. Seek first to understand...then to be understood
6. Synergize
7. Sharpen the saw (renewal of one's physical, mental, social/emotional, and spiritual dimensions)
109
Organization Change
Involves moving the organization from one point to another.
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Change Agent
Person who initiates change.
