Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

SHRM > Competencies > Flashcards

Competencies Flashcards

(104 cards)

Start Studying
1
Q

Affiliative leadership approach

A

Leadership approach in which the leader creates strong relationships with and inside the team; team members are motivated by loyalty.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Attribution theory

A

Motivation theory that states that the way a person
interprets the causes for past success or failure is
related to the present level of motivation; includes
theories of Heider and Weiner.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Authoritative leadership approach

A

Leadership approach in which the leader proposes a
bold vision or solution and invites the team to join this
challenge.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Behavioral theories

A

Category of leadership theories that states that leaders
influence group members through certain behaviors;
includes Blake-Mouton theory.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Coaching leadership approach

A

Leadership approach in which the leader focuses on
developing team members’ skills, believing that
success comes from aligning the organization’s goals
with employees’ personal and professional goals.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Coercive leadership approach

A

Leadership approach in which the leader imposes a
vision or solution on the team and demands that the
team follow this directive.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Coercive power

A

Power that is created when the leader can punish
those who do not follow.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Democratic leadership approach

A

Leadership approach in which the leader invites
followers to collaborate and commits to acting by
consensus.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Emergent theory

A

Leadership theory that states that leaders are not
appointed but emerge from the group, which chooses
the leader based on interactions.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Equity theory

A

Theory that states that motivation is based on an
employee’s sense of fairness; the individual compares
their perceived value with that of others in similar roles
and makes a calculation based on their inputs and
outputs.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Expectancy theory

A

Motivation theory that states that effort increases in
relation to one’s confidence that the behavior will result
in a positive outcome and reward; includes Vroom’s
theory.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Expert power

A

Power that is created when a leader is recognized as
possessing great intelligence, insight, or experience.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Goal-setting theory

A

Theory that states that motivation can be increased by
providing employees with goals against which they can
assess their achievement.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Leader-member exchange theory

A

Leadership theory that focuses on a two-way
relationship between leaders and chosen employees;
the leader mentors selected team members and gives
them access to more information and resources in
order to strengthen levels of trust and support.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Legitimate power

A

Power that is created formally, through a title or
position in the hierarchy that is associated with the
rights of leadership.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Motivation

A

Factors that initiate, direct, and sustain human
behavior over time.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Needs theory

A

Motivation theory that states that individuals are
motivated by a desire to satisfy certain needs and that
understanding these needs allows leaders to offer the
right incentives and create the most motivational
external environments; includes self-determination and
theories of Maslow, Herzberg, and McClelland.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Pacesetting leadership approach

A

Leadership approach in which the leader sets a model
for high performance standards and challenges
followers to meet these expectations.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Referent power

A

Power that is created by the force of the leader’s
personality.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Reward power

A

Power that is created when the leader can offer
followers something they value in exchange for their
commitment.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Servant leadership

A

Leadership theory in which the leaders’ goal is to serve
the needs of their employees; emphasizes the sharing
of power.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Situational theories

A

Category of leadership theories that states that leaders
can flex their behaviors to meet the needs of unique
situations, employing both task or directive behaviors
and relationship or supportive behaviors; includes
Hersey-Blanchard situational leadership, Fiedler’s
contingency theory, and path-goal theory.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Theory X/Theory Y

A

Motivation theories dealing with the amount of control
in the workplace; motivation is seen as either
absolutely irrelevant or absolutely critical.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Trait theory

A

Leadership theory that states that leaders possess
certain innate characteristics that followers do not
possess (and probably cannot acquire), such as
physical characteristics and personality traits.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Transactional leadership
Leadership theory that emphasizes a leader’s preference for order and structure; focuses on control and short-term planning.
26
Transformational leadership
Leadership theory that emphasizes a leader’s ability to inspire employees to embrace change; leaders encourage and motivate employees to innovate and seek out changes that can add value and growth to the organization.
27
Authenticity
Ability to stay true to values and maintain integrity in both personal and professional lives and, from an organizational perspective, approach to forming and maintaining relationships with colleagues and others in the organization.
28
Bribery
Exchange of anything of value to gain greater influence or preference.
29
Code of conduct
Principles that guide decision making and behavior in an organization.
30
Confidentiality
Treatment of personal information that has been disclosed to another person or organization.
31
Conflict of interest
Situation in which a person or organization may benefit from undue influence due to involvement in outside activities, relationships, or investments that conflict with or have an impact on the employment relationship or its outcomes.
32
Integrity
Maintaining consistency between one’s values and one’s actions.
33
Privacy
An individual’s right to freedom from intrusion (by viewing, monitoring, reading, etc.) into matters, actions, or information that is personal.
34
Transparency
Extent to which an organization’s agreements, dealings, information, practices, and transactions are open to disclosure and review by relevant persons.
35
Covering
Defensive behavior that occurs when an organization recruits a diverse workforce but, consciously or otherwise, promotes assimilation rather than inclusion.
36
Cultural taxation
Additional workload that is generated for members of an underrepresented group due to their requested participation in I&D efforts.
37
Diversity
The similarities and differences between individuals, accounting for all aspects of one’s personality and individual identity.
38
Employee resource group (ERG)
Voluntary group for employees who share a particular diversity dimension (race, religion, ethnicity, sexual orientation, etc.); also known as affinity group or network group.
39
Impostor syndrome
A feeling that one’s success is due to luck, not hard work or skill; can lead individuals to feeling unfit for their current role.
40
Inclusion
Extent to which each person in an organization feels welcomed, respected, supported, and valued as a team member.
41
Neurodiversity
Refers to a workforce that approaches problems using different conceptual thought approaches that may stem from atypical brain structure, for example, attention deficit disorder (ADD), attentiondeficit/ hyperactivity disorder (ADHD), and anything categorized as existing on the autism spectrum (autism spectrum disorder, or ASD).
42
Emotional intelligence (EI)
Ability to be sensitive to and understand one’s own and others’ emotions and impulses.
43
Negotiation
Process by which two or more parties work together to reach agreement on a matter.
44
Networking
Process of developing mutually beneficial contacts through the exchange of information.
45
Principled negotiation
Process in which negotiators aim for mutual gain, emphasizing the need to focus on the problem instead of personal differences and on mutually beneficial outcomes.
46
Stakeholder concept
Concept that proposes that any organization operates within a complex environment in which it affects and is affected by a variety of forces or stakeholders who all share in the value of the organization and its activities.
47
Active listening
Communication technique to increase the engagement between communicators and their audiences. It involves two-way communication and attention to nonverbal signs that indicate interest and reactions to the message and speaker.
48
Framing
Process of constructing a message so that an audience sees communicated facts in a certain way and is persuaded to take a certain action.
49
Noise
In communication, any factor that can disrupt the sending and receipt of a message—for example, physical factors such as loud environments, cultural factors such as a distinctive accent, or cognitive factors such as the use of unfamiliar jargon.
50
Nonverbals
Components of a message apart from its words. This could include physical gestures and posture and vocal tones, volume, and speed.
51
Civil law
Legal system based on written codes (laws, rules, or regulations).
52
Common law
Legal system in which each case is considered in terms of how it relates to legal decisions that have already been made; evolves through judicial decisions over time.
53
Cultural intelligence
Capacity to recognize, interpret, and behaviorally adapt to multicultural situations and contexts.
54
Culture
Basic beliefs, attitudes, values, behaviors, and customs shared and followed by members of a group, which give rise to the group’s sense of identity.
55
Due process
Concept that laws are enforced only through accepted, codified procedures.
56
Global mindset
Ability to take an international perspective, inclusive of other cultures’ views.
57
High-context cultures
Societies or groups characterized by complex, usually long-standing networks of relationships; members share a rich history of common experience, so the way they interact and interpret events is often not apparent to outsiders.
58
Jurisdiction
Right of a legal body to exert authority over a given geographical territory, subject matter, or persons or institutions.
59
Low-context cultures
Societies in which relationships have less history; individuals know each other less well and don’t share a common database of experience, so communication must be very explicit.
60
Rule of law
Concept that stipulates that no individual is beyond the reach of the law and that authority is exercised only in accordance with written and publicly disclosed laws.
61
Accounts payable
Money an organization owes its vendors and suppliers.
62
Accounts receivable
Money an organization’s customers owe the organization.
63
Analytical processing
Applications that can analyze data faster and in more ways than traditional relational databases, offering a multidimensional analysis of business data.
64
Assets
Financial, physical, and sometimes intangible properties an organization owns.
65
Balance sheet
Statement of an organization’s financial position at a specific point in time, showing assets, liabilities, and shareholder equity.
66
Balanced scorecard
Performance management tool that depicts an organization’s overall performance, as measured against goals, lagging indicators, and leading indicators.
67
Business case
Presentation to management that establishes that a specific problem exists and argues for a proposed solution.
68
Business intelligence
Ability to use information to gain a deeper understanding of an organization and make sound business decisions.
69
Cash flow statement
Statement of an organization’s ability to meet its current and short-term obligations, showing incoming and outgoing cash and cash reserves in operations, investments, and financing.
70
Enterprise resource planning (ERP)
Business management software, usually a suite of integrated applications, that a company can use to collect, store, manage, and interpret data from many business activities.
71
Equity
Amount of owners’ or shareholders’ portion of a business.
72
Gross profit margin
Ratio of gross profit to net sales.
73
Income statement
Statement that reports revenues, expenses, and profits for a specified period of time, for example, quarterly or annually.
74
Liabilities
Organization’s debts and other financial obligations.
75
Net profit margin
Ratio of net income (gross sales minus expenses and taxes) to net sales.
76
Service-level agreement
Document that defines the output customers can expect.
77
Value
The benefit created when an organization meets its strategic goals; measure of usefulness, worth, or importance.
78
Value chain
The process by which an organization creates the product or service it offers to the customer.
79
Consultation
Providing guidance to organizational stakeholders; involves diagnosing problems or identifying opportunities, developing effective solutions, winning support for solutions, and implementing them effectively.
80
Force-field analysis
Tool designed to analyze the forces favoring and opposing a particular change; a group identifies and weights factors that could influence an outcome in either a negative or positive manner according to their possible impact and then uses these factors to score different opportunities.
81
J curve
Visualization of the impact of change on productivity. When change is introduced, there is typically a decrease in productivity and then a gradual return to or, ideally, a surpassing of previous levels of productivity.
82
Multi-criteria decision analysis (MCDA)
Type of analysis in which a team determines critical characteristics of a successful decision and then uses a matrix to score each alternative and compare results.
83
SOAR analysis
Type of analysis in which a group identifies strengths, opportunities, aspirations, and results; a framework that combines fact finding with an organization’s goals and desires, presenting an analysis of the organization’s actual state and how it will measure achievement.
84
Affinity diagramming
Data-sorting technique in which a group categorizes and subcategorizes data until relationships are clearly drawn.
85
Delphi technique
Technique that progressively collects information from a group of anonymous respondents.
86
Focus group
Small group of invited persons (typically six to twelve) who actively participate in a structured discussion, led by a facilitator, for the purpose of eliciting their input.
87
Mean
Average score or value.
88
Median
Middle value in a range of values.
89
Mind mapping
Data-sorting technique in which group members add related ideas and indicate logical connections, eventually grouping similar ideas.
90
Mode
Value that occurs most frequently in a set of data.
91
Nominal group technique (NGT)
Technique in which participants each suggest ideas through a series of rounds and then discuss the items, eliminate redundancies and irrelevancies, and agree on the importance of the remaining items.
92
Qualitative data
Subjective evaluation of actions, feelings, or behaviors.
93
Quantitative data
Objective measurements that can be verified and used in statistical analysis.
94
Ratio analysis
Comparing the sizes of two variables to produce an index or percentage; commonly used to analyze financial statements.
95
Regression analysis
Statistical method used to determine whether a relationship exists between variables and the strength of the relationship.
96
Reliability
Extent to which a measurement instrument provides consistent results.
97
Root-cause analysis
Type of analysis that starts with a result and then works backward to identify fundamental cause.
98
Scenario/what-if analysis
Statistical method used to test the possible effects of altering the details of a strategy to see if the likely outcome can be improved.
99
Standard deviation
Distance of any data point from the center of a distribution when data is distributed in a “normal” or expected pattern.
100
Trend analysis
Statistical method that examines data from different points in time to determine if a variance is an isolated event or if it is part of a longer trend.
101
Unweighted mean
Raw average of data that gives equal weight to all values, with no regard for other factors.
102
Validity
Extent to which a measurement instrument measures what it is intended to measure.
103
Variance analysis
Statistical method for identifying the degree of difference between planned and actual performance or outcomes.
104
Weighted mean
Average of data that adds factors to reflect the importance of different values.

SHRM (4 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions