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Flashcards in Chapter 9 Deck (47):
1

agenda setter

The group member (usually the chairper-
son) who develops an agenda or formal plan for the meeting,including the time and place,how the meeting will be conducted,and what topics will be discussed

2

agressor

A group member who criticizes and insults
other group members and their ideas.There is no tact
shown,just sarcasm and even hostility.

3

analyzer

Group members who are able to spot the relevant issues and take new information that is brought
to the group and help determine how that information fits with other information

4

androgynous

Communication style that includes a balance between the traditional masculine and feminine
characteristics—used especially in effective leadership of small groups and teams

5

authoritarian leader

One who essentially makes the
decisions and imposes them upon the group

6

blocker

A group member who stubbornly refuses to
allow the group to move forward by over-analyzing,
arguing to get his/her own way,or refusing to com-
promise

7

clarifier

Group members who ensure that everyone is
clear on topics being discussed,decisions reached, and what other member’s comments mean

8

coercive power

Power derived from the ability to punish or to threat possible punishment

9

contingency leadership

Includes the contingency
model and the situational model based on the
situational contingency theory by Fiedler and
the situational leadership theory by Hersey and
Blanchard

10

democratic leader

A leader who participates with the group in deliberating and decision-making

11

deserter

Group members who withdraw from the discussion due to lack of preparation or anxiety

12

dominator

Group members who tend to monopolize the discussion

13

dysfunctional roles

Nonfunctional behaviors that interfere with either the attainment of the group’s goals or the sense of group cohesiveness; these roles include the dominator,deserter,blocker,aggressor,and showboat

14

e-leadership

A flexible,electronic-savvy form of leadership needed for virtual teams

15

emergent leader

The person who has the most influence over the group—may or may not be the designated leader

16

expediter

Group members who initiate the process
suggesting how to go about getting started,remind
the group of deadlines,and point out when the
group is digressing—all designed to keep the discussion on track

17

expert power

The ability to influence by virtue of one’s knowledge or skills

18

formal role

Roles that are specified,such as the chair,
agenda setter,or recorder

19

gatekeeper

Group members who control the flow of
communication

20

group roles

Categories of behaviors enacted by individuals in a group.Groups contain both formal rules (specified) and informal rules (developed over time)

21

harmonizer

A group member who reconciles conflicts
among members in productive ways including compromise or mediation if needed

22

informal role

Unassigned task and maintenance roles
that emerge as individuals fulfill needs of the group

23

information/ opinion giver

Group members who pro-
vide the group with substance for discussion by reporting research findings and giving opinions

24

information/ opinion seeker

Group members who pro-
vide the group with substance for discussion by seeking out research and opinions from other group members

25

laissez-faire leader

One who turns the decision over to the group with no,or almost no,involvement in the
process

26

leader responsibilities

Specific responsibilities that leaders should perform before,during,and after meetings

27

leadership

The ability to exert influence in a cooperative effort; the exercise of one’s power with the goal of meeting the needs of the group

28

leadership functions

Based on the leadership function theory that people emerge as leaders by fulfilling needed task roles (roles that assist the group in achieving its goals) and maintenance roles (roles that help the group preserve its cohesiveness and maintain harmony among members

29

leadership power

From French and Raven’s bases of
power theory—the ability to influence the behavior of others rests upon the degree to which a person possesses one or more of the five bases of power,which include reward,coercive,legitimate,expert,and referent
power

30

leadership styles

There are three different leadership
styles—authoritarian,democratic,and laissez-faire.
Each one has strengths and weaknesses.

31

leadership traits

A style of leadership based on the trait
theory that holds that leaders have natural born leadership abilities

32

legitimate power

The ability to exert influence because
of the position one holds,either by birth,appointment,or election

33

maintenance roles

The behaviors that individuals
exhibit in a group that help the group preserve its
cohesiveness and maintain harmony among members

34

member responsibilities

Specific responsibilities that members should perform before,during,and after meetings

35

nominal leader

The person who has been formally designated as the leader

36

power

The ability to exert influence over others

37

recorder

The group member who takes notes on what
was discussed during the group’s meeting and on any decisions that were reached

38

referent power

The ability to influence others because
others regard you as well-liked and charismatic

39

reward power

The ability to influence someone because
the leader has the resources to provide benefits that
others desire

40

role diversity

When a group member has the ability to
assume multiple task and maintenance roles

41

showboat

A group member who constantly draws
attention to self,often by clowning around,telling
jokes,launching into stories of personal exploits,and
generally distracting others

42

situational contingency theory

Theory that
claims that whether task-oriented or people-oriented
styles are best depends on three contingencies or situations: leader-member relations,clarity of task structure,and position power

43

situational leadership theory

When leaders determine
the appropriate leadership style for any given situa-
tion,they should consider two factors: the extent to
which the members of the group are able and the
extent to which they are willing

44

supporter

Group members who affirm the contributions of others by complimenting them on their ideas,expressing appreciation for their participation,and
generally making everyone feel included and respected

45

task roles

The behaviors that individuals exhibit in a
group that assist the group in achieving its goals

46

tension reliever

A group member who uses a variety of techniques (including humor) to maintain group harmony and a relaxed atmosphere

47

transformational leadership

Based on a theory
developed by Bernard Bass that claims that there are
special leaders who are especially suited for innovation,
creativity,and change.These leaders inspire employees
to put aside self-interests and rewards and,instead,to
work for the good of the team or organization.