Chapters 13-16 Flashcards
(176 cards)
0
Q
What are some contemporary leadership challenges?
A
- Shorter time frames for accomplishing things
- Expectations for success on the first attempt
- Complex, ambiguous, and multidimensional problems
- Taking a long-term view while meeting short term demands
1
Q
What is leadership?
A
The process of inspiring others to work hard to accomplish important tasks.
2
Q
What is a vision?
A
A future that one hopes to create or achieve in order to improve upon the present state of affairs.
3
Q
What is visionary leadership?
A
A leader who brings to the situation a clear and compelling sense of the future as well as an understanding of the actions needed to get there successfully.
4
Q
What is power?
A
The ability to get someone else to do something you want done or make things happen the way you want.
5
Q
How should power be used?
A
To influence and control others for the common good rather than seeking to exercise control for personal satisfaction.
6
Q
What are the two sources of managerial power?
A
Position and Personal
7
Q
What is position power based on?
A
A manager’a official status in the organizations’s hierarchy of authority.
8
Q
What are the types of position power?
A
- Reward
- Coercive
- Legitimate
9
Q
What is reward power?
A
The capability to offer something of value.
10
Q
What is coercive power?
A
The capability to punish or withhold positive outcomes.
11
Q
What is legitimate power?
A
Organizational position or status confers the right to control your subordinates.
12
Q
What is personal power based on?
A
The unique personal qualities that a person brings to the leadership situation.
13
Q
What are the sources of personal power?
A
- Expert
- Referent
14
Q
What is expert personal power?
A
The capacity to influence others because of your knowledge and skills.
15
Q
What is referent personal power?
A
The capacity to influence others simply because they admire you and want to identify positively with you.
16
Q
What does successful leadership rely on?
A
Acquiring and using all sources of power.
17
Q
Which powers produce temporary compliance?
A
Reward power and legitimate power
18
Q
Coercive power produces…
A
…only temporary compliance, often accompanied by resentment.
19
Q
Expert and reference power have…
A
…the most enduring results and generate commitment.
20
Q
For a leader to achieve true influence, the other person must:
A
- Understand the directive
- Feel able to carry out the directive
- Believe the directive is in the organization’s best interests
- Believe the directive is consistent with personal values
21
Q
What is motivation?
A
Forces within you that account for the level, direction, and persistence of effort at work.
22
Q
What is a reward?
A
A positive outcome of work.
23
Q
What is an intrinsic reward?
A
Valued outcomes that occur naturally as a person works on a task.
24
What is an extrinsic reward?
Valued outcomes given to someone by another person.
25
What are the three types of motivation theories?
- Content
- Process
- Reinforcement
26
What is the content motivation theory?
Human needs and how people with different needs may respond to different work situations.
27
What is the process motivation theory?
How people give meaning to rewards and make decisions on work-related behaviors.
28
What is the reinforcement motivation theory?
How people's behavior is influenced by environmental consequences.
29
What are needs?
Unfulfilled physiological and psychological desires that explain workplace behavior and attitudes. They create tensions that influence b&a.
30
What are the four types of content theories?
- Hierarchy of needs
- ERG Theory
- Two-factor
- Acquired beeds
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Who developed the hierarchy of needs theory?
Abraham Maslow
32
Who developed the ERG theory?
Clayton Alderfer
33
Who developed the two-factor theory?
Frederick Herzberg
34
Who developed the acquired needs theory?
David McClelland
35
What is the hierarchy of needs theory?
Lower- and higher-order needs affect workplace behaviors and attitudes.
36
What does ERG stand for? (Three need levels)
- Existence
- Relatedness
- Growth
37
What are the lower level needs and desires? (Hierarchy of needs)
Physiological, safety, and social needs. Desire for physical and social health.
38
What are the higher level needs and desires? (Hierarchy of needs)
Esteem and self-actualization needs. Desire for psychological growth and development.
39
What is on the existence need level? (ERG Theory)
Physiological and material health
40
What is on the relatedness need level? (ERG Theory)
Satisfying interpersonal relationships
41
What is on the growth need level? (ERG Theory)
Continued psychological growth and development
42
What are the two factors in the two-factor theory?
Hygiene and satisfier
43
What is the hygiene factor? (Two-factor theory)
- Sources of job dissatisfaction
| - Elements of the job context
44
What is the satisfier factor? (Two-factor theory)
- Elements of the job content
| - Sources of job satisfaction and motivation
45
What does the acquired needs theory state?
People acquire needs through life experiences.
46
What are the three needs? (Acquired needs theory)
- Need for Achievement (nAch)
- Need for Power (nPower)
- Need for Affiliation (nAff)
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What is the need for achievement?
The desire to do something better, solve problems, or master complex tasks. (Individual, challenging tasks, desire for feedback)
48
What is the need for power?
The desire to control, influence, and be responsible for others. (Personal power vs. Social power) (Control others, have public impact and recognition)
49
What is the need for affiliation?
The desire to establish and maintain friendly and warm relations with others. (Provide companionship, social approval, have interpersonal relationships)
50
What are process theories of management? (Definition)
How people make choices to work hard or not.
51
Choices are based on...
- Individual preferences
- Available rewards
- Possible work outcomes
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What are the three types of process theories?
- Equity theory
- Expectancy theory
- Goal-setting theory
53
Who developed the equity theory?
J. Stacy Adams
54
What is the equity theory?
When people believe that they have been treated unfairly in comparison to others, they try to eliminate the discomfort and restore a perceived sense of equity to the situation.
55
People respond to perceived negative inequity by changing...
- Work input
- Rewards received
- Comparison points
- Situation
56
What are the managerial implications of the equity theory?
- Underpaid people are angry
- Overpaid people are guilty
- Perceptions of rewards determine motivational outcomes
- Negative consequences of equity comparisons should be minimized, if not eliminated
- Do not underestimate the impact of pay as a source of equity controversies in the workplace (Gender equity and comparable worth)
57
What is a psychological contract?
A set of expectations held by an individual about what will be given and received in the employment relationship.
58
What is Quality of Work Life (QWL)?
The overall quality of human experiences in the workplace, which is important for a quality personal life.
59
What are the "Big Five" personality traits?
- Extroversion
- Agreeableness
- Conscientious
- Emotional stability
- Openness
60
What is extroversion?
The degree to which someone is outgoing, sociable, and assertive.
61
What is agreeableness?
The degree to which someone is good-natured, cooperative, and trusting.
62
What is conscientiousness?
The degree to which someone is responsible, dependable, and caring.
63
What is emotional stability?
The degree to which someone is relaxed, secure, and unworried.
64
What is openness?
The degree to which someone is curious, receptive to new things, and open to change.
65
What is job design?
The process of creating or defining jobs by assigning specific work tasks to individuals and groups.
66
What is the performance equation?
Ability x Support x Effort
67
High specialization results in...
Job simplification
68
Moderate specialization results in...
Rotation and enlargement
69
Low specialization results in...
Job enrichment
70
What is job simplification?
Standardizing work procedures and employing people in well-defined and highly specialized tasks. (Total mechanization of the job, most extreme form of job simplification)
71
Simplified jobs are...
...narrow in job scope and low in job depth.
72
Job rotation and job enlargement...
...expand job scope.
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What does job rotation do?
Increases task variety by periodically shifting workers among jobs involving different task assignments.
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What does job enlargement do?
Increases task variety by combining two or more tasks. (Horizontal loading)
75
What is job enrichment?
Building more opportunities for satisfaction into a job by expanding its content. It expands job depth and job scope, and is frequently accomplished though vertical loading.
76
What is a compressed workweek?
A schedule that allows a worker to complete a 40 hour workweek in less than 5 8-hour days.
77
What are the benefits of a compressed workweek?
- More leisure time
- Lower commuting costs
- Lower absenteeism
- Potential performance increase
78
What are some disadvantages of a compressed workweek?
- Increased fatigue
- Family adjustment problems
- Scheduling problems
- Possible customer complaints
- Union opposition
79
What is job sharing?
One full-time job split between two people.
80
What is work sharing?
An agreement between employees to cut back their works hours in order to avoid layoffs or termination.
81
What are some advantages of telecommuting?
- Freedom from the constraints of commuting, fixed hours, special work attire, contact with supervisors
- Increased productivity
- Fewer distractions
- Be your own boss
- More personal time
82
What are some potential disadvantages of telecommuting?
- Work too much
- Less personal time
- Difficulty separating work from personal life
- Less time for family
- Feeling of isolation
- Loss of visibility for promotion
- Difficult to be supervised
83
What are contingency workers?
Part time workers who supplement the full time workforce, who often work long-term. They now account for 30% of U.S. workers.
84
What are some common team problems?
- Personality conflicts
- Individual work styles
- Ambiguous agendas
- Ill-defined problems
- Poor readiness to work: lack of motivation, conflicts with other priorities, no organization, meetings with no purpose, unprepared meeting members
85
What are the seven deadly sins of meetings?
- People arrive late, leave early, don't take it seriously
- Meeting is too long
- People don't stay on topic
- Discussion is not honest
- Right info isn't available, so decisions are postponed
- Same mistakes are made repeatedly
86
What is synergy?
The creation of a whole that is greater than the sum of its parts.
87
How are some ways that teams are useful?
- More resources for problem solving
- Improved creativity and innovation
- Improved quality of decision making
- Greater commitments to tasks
88
What is a committee?
People outside their daily job assignments work together in a small team for a specific purpose. The task agenda is narrow, focused, and outgoing.
89
What is a project team/task force?
People from various parts of an organization work together on a common problem on a temporary basis. Official tasks are very specific and time defined, and the team disbands after their task is completed.
90
What is a cross-functional team?
Members are from different sections of the company, and they work on one problem with the needs of the entire organization in mind. These teams are created to knock down walls separating departments.
91
What are some other names for a virtual team?
- Computer-mediated groups
| - Electronic group networks
92
What is another name for a self-managing work team?
Autonomous work group
93
What are the five stages of team development?
Forming, storming, norming, performing, adjourning.
94
What are the four steps in the management process?
Leading, controlling, organizing, planning.
95
What are the five principles of visionary leadership?
- Challenge the process
- Show enthusiasm
- Help others to act
- Set the example
- Celebrate achievements
96
What are some guidelines for building positive norms?
- Be a positive role model
- Reinforce good work with rewards
- Control results with performance review and regular feedback
- Train new members to adopt desired behaviors
- Select new members who have these behaviors
- Hold meetings about progress and improving
- Use team decision-making to reach agreement
97
What are some activities that detract from team effectiveness?
- Being aggressive
- Blocking
- Self-confessing
- Seeking sympathy
- Competing
- Withdrawal
- Horsing around
- Seeking recognition
98
What are the qualities of a great leader?
- Drive
- Self-confidence
- Creativity
- Cognitive ability
- Business knowledge
- Motivation
- Flexibility
- Honesty and integrity
99
What is leadership style?
The recurring pattern of behaviors exhibited by a leader (Concern for task or concern for people)
100
What are the three classic leadership styles?
- Democratic
- Laissez-faire
- Autocratic
101
What is the autocratic leadership style?
Acts in a unilateral command and control fashion.
102
What is the laissez-faire leadership style?
"Do the best you can do and don't bother me."
103
What is the democratic leadership style?
Encourages participation with an emphasis on both task accomplishment and development of people.
104
Who developed fielders contingency model?
Fred Fielder
105
What is fielders contingency model?
Good leadership depends on a match between leadership style and situational demands.
106
What does LPC stand for?
Least preferred coworker scale
107
What is the Hersey-Blanchard situational leadership model?
Successful leaders adjust their styles based on maturity and readiness of followers.
108
What are the four sections of the Hershey-Blanchard situational leadership model?
Delegating, participating, selling, and telling.
109
What is delegating?
Allowing the group to take responsibility for task decisions. (⬇task, ⬇relationship)
110
What is participating?
Emphasizing shared ideas and participative decisions on task directions. (⬇task, ⬆relationship)
111
What is selling?
Explaining task directions in a supportive and persuasive way. (⬆task, ⬆relationship)
112
What is telling?
Giving specific task directions and supervising work. (⬆task, ⬇relationship)
113
Who developed the House Path-Goal Leadership Theory?
Robert House
114
What is the House Path-Goal Leadership Theory?
An effective leader is one who clarifies paths through which followers can achieve both task-related and personal goals. They also remove barriers and provide rewards for task accomplishment.
115
What four types of leadership should leaders change between to create positive "path-goal" linkages?
- Directive
- Supportive
- Achievement-oriented
- Participative
116
What is directive leadership?
Letting subordinates know what is expected, giving directions on what to and how, scheduling work to be done, maintaining definite standards of performance, clarifying the leader's role in the group.
117
What is supportive leadership?
Doing things to make work more pleasant, treating group members as equals, being friendly and approachable, showing concern for the well-being of subordinates.
118
What is achievement-oriented leadership?
Setting challenging goals, expecting the highest levels of performance, emphasizing continuous improvement in performance, displaying confidence in meeting high standards.
119
What is participative leadership?
Involving subordinates in decision making, consulting subordinates, asking for suggestions from subordinates, using these suggestions when making a decision.
120
What are "substitutes for leadership"?
Factors in the work setting that direct work efforts without a real leader.
121
What characteristics do substitutes for leaderships have?
- Subordinate characteristics: ability, experience
- Task characteristics: routineness, availability of feedback
- Organization characteristics: formalization of rules and procedures
122
What is the Vroom-Jago leader participation model designed for?
Heloing a leader choose the decision-making method that best fits the problem being faced.
123
What are the three broad choices? (Vroom-Jago)
- Authority decision: made by leader, told to group
- Consultative decision: made by leader after asking group
- Group decision: made by group members
124
What are the decision-making options? (Vroom-Jago)
Decide alone, consult individually, consult with everyone, facilitate (group discussion), delegate.
125
What is transactional leadership?
Directs the efforts of others through tasks, rewards, and structures.
126
What is transformational leadership?
Inspirational and arouses extraordinary effort and performance.
127
What are some qualities of a transformational leader?
- Vision
- Charisma
- Symbolism
- Empowerment
- Intellectual stimuli
- Integrity
128
What is emotional intelligence?
The ability to manage our emotions in social relationships.
129
What are the critical components of EI?
-Self-awareness, self-regulation, motivation, empathy, social skills
130
What are the three ideas from Peter Drucker's "Old-Fashioned" Leadership?
- Defining and establishing a sense of mission
- Leadership is a responsibility, not a rank
- Earn and keep the trust of others
131
What is integrity?
Honesty, credibility, consistency
132
What is authentic leadership?
Activates positive psychological states to achieve self-awareness and positive self-regulation.
133
Who developed the Expectancy Theory?
Victor Vroom
134
What does the expectancy theory state?
People will do what they can when they want to.
135
What are the three expectancy factors?
- Expectancy
- Instrumentality
- Valence
136
What is instrumentality?
The belief that various outcomes will occur as a result of task performance.
137
What is valence?
The value a person assigns to work-related outcomes.
138
What is the expectancy theory equation?
Motivation=Expectancy x Instrumentality x Valence
139
Who developed the goal setting theory?
Edwin Locke
140
What is the goal setting theory?
Task goals can be highly motivating if they are properly set and if they are well managed.
141
What is the law of effect?
Behavior followed by pleasant consequences is likely to be repeated, and vice versa.
142
What is operant conditioning?
Control of behavior by manipulating its consequences.
143
What is positive reinforcement?
Strengthen a behavior giving a good reward when it is exhibited.
144
What is negative reinforcement?
Always punish negatively, but not when they behave.
145
What is punishment?
Strengthen a behavior by punishing it.
146
What is extinction?
Removal of a desirable consequence.
147
What is shaping?
Positive reinforcements of successive approximations to the desired behavior.
148
What is merit pay?
Awards pay increases in proportion to performance contributions.
149
What is skill-based pay?
A system of paying workers according to the number of job-relevant skills they have.
150
What is bonus pay?
One-time payments to employees based on their accomplishments of targets.
151
What is profit sharing?
Distribute a portion of net profits earned to everyone in the company.
152
What is gain sharing?
Allows a group of employees to share savings.
153
What is organizational behavior? (OB):
The study of individuals and groups in organizations.
154
What are the foundations of organizational behavior?
- An interdisciplinary body of knowledge
- Use of scientific methods
- Focus on practical applications
- Contingency thinking
155
What are the "Other Five" personality dimensions?
- Locus of control
- Authoritarian
- Machiavellianism
- Problem-solving styles
- Self-monitoring
156
What are the three components of attitudes?
- Cognitive: a belief or opinion
- Affective/emotional: a specific feel
- Behavioral: intention to behave consistently with the belief and feeling
157
What is cognitive dissonance?
The discomfort felt when attitude and behavior are inconsistent.
158
What is the individual performance equation?
P= AxSxE
159
What are the five core job characteristics?
- Skill variety
- Task variety
- Task significance
- Autonomy
- Feedback from the job itself
160
What is growth-need strength?
The desire to achieve psychological growth in one's work.
161
How can one improve their core characteristics?
- Form natural units of work
- Combine tasks
- Establish client relationships
- Open feedback channels
- Practice vertical loading
162
What is a sociotechnical system?
Integrates technology and human resources in high-performance systems.
163
What is an informal group?
Formed through relationships.
164
What is a formal group?
Supported and recognized by the organization.
165
What makes a team effective?
Achieve high levels of task performance, membership satisfaction, and future visibility.
166
What is the group process?
The way team members work together to accomplish tasks (aka group dynamics)
167
What is the team effectiveness equation?
Team effectiveness=Quality of inputs+(Process gain-process loss)
168
What is cohesiveness?
The degree to which members are attracted to and motivated to remain part of the team.
169
What is a task activity?
An action taken by a team member that directly contributes to the team's performance.
170
What is maintenance activity?
Action by a member that supports the emotional life of the group.
171
What is a decentralized communication network?
Members communicate directly with each other.
172
What is a centralized communication network?
Communication flows only through the center and then to the others.
173
What is groupthink?
The tendency for highly cohesive teams to lose evaluative capabilities.
174
What are some symptoms of groupthink?
- Delusions of invulnerability
- Rationalizing unpleasant data
- Belief in inherent group morality
- Stereotyping competitors as weak, evil, or stupid
- Forcing beliefs on others
- Self-censorship by members
- Illusions of unanimity
- Mind guarding
175
What is nominal group technique?
Structures interacting around team members discussing problems and ideas.
