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MANA > EXAM 4 > Flashcards

EXAM 4 Flashcards

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1
Q

Leadership theory stating that effective leaders possess a similar set of characteristics

A

Trait theory:

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2
Q

Extent to which a leader is friendly, approachable, supportive, and shows concern for employees

A

Consideration:

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3
Q

Blake/Mouton Leadership Grid

A
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4
Q

Questionnaire used to measure leadership style

A

•Least Preferred Coworker (LPC)

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5
Q

Degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members

A

•Situational favorableness

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6
Q

4 Leadership styles

A
  • Directive
  • Supportive
  • Participative
  • Achievement oriented
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7
Q

2 Behaviors central to successful leadership

A
  • Initiating structure
  • Consideration
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8
Q

Degree to which a leader structures the roles of followers

A

•Initiating structure:

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9
Q

Extent to which a leader is friendly, approachable, supportive, and shows concern for employees

A

•Consideration:

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10
Q

3 Path-Goal Theory Subordinate contingencies

A
  • Perceived ability
  • Experience
  • Locus of control
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11
Q

3 Path-Goal Theory Environmental contingencies

A
  • Task structure
  • Formal authority system
  • Primary work group
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12
Q
  • Leaders can increase subordinate satisfaction and performance by:
  • Clarifying and clearing the paths to goals
  • Increasing the number and kinds of rewards available for goal attainment
A

Path-Goal Theory

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13
Q

•Suggests how leaders can determine an appropriate amount of employee participation when making decisions

A

Normative Decision Theory

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14
Q

•Creates a positive image of the future

A

VISIONARY LEADERSHIP

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15
Q

3 TYPES OF VISIONARY LEADERSHIP

A
  • Charismatic leadership
  • Transformational leadership
  • Transactional leadership
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16
Q
  • Behavioral tendencies and personal characteristics of leaders that:
  • Creates an exceptionally strong relationship between them and their followers
A

CHARISMATIC LEADERSHIP

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17
Q

2 CATEGORIES OF CHARISMATIC LEADERSHIP

A
  • Ethical charismatics
  • Unethical charismatics
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18
Q

Leaders who provide developmental opportunities for followers

A

•Ethical charismatics:

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19
Q

Leaders who control and manipulate followers

A

•Unethical charismatics:

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20
Q
  • Generates awareness and acceptance of a group’s purpose and mission
  • Gets employees to see beyond their own needs and self interests
A

TRANSFORMATIONAL LEADERSHIP

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21
Q

4 COMPONENTS OF TRANSFORMATIONAL LEADERSHIP

A
  • Charismatic leadership or idealized influence
  • Inspirational motivation
  • Intellectual stimulation
  • Individualized consideration
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22
Q

•Exchange process in which followers are rewarded for good performance and punished for poor performance

A

Transactional Leadership

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23
Q

Definition:relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behavior

A

TRAITS

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24
Q

Definition:the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members

A

situational favorableness

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25
Definition:the degree to which the requirements of a subordinate’s tasks are clearly specified
TASK STRUCTURE
26
Definition:theory that says leaders need to adjust their leadership styles to match followers’ readiness
SITUATIONAL THEORY
27
Definition:the ability and willingness to take responsibility for directing one’s behavior at work
PERFORMANCE READINESS
28
Definition:a leadership style in which the leader lets employees know precisely what is expected of them, gives them specific guidelines for performing tasks, schedules work, sets standards of performance, and makes sure that people follow standard rules and regulations
DIRECTIVE LEADERSHIP
29
Definition:a leadership style in which the leader is friendly and approachable to employees, shows concern for employees and their welfare, treats them as equals, and creates a friendly climate
SUPPORTIVE LEADERSHIP
30
Definition:a leadership style in which the leader consults employees for their suggestions and input before making decisions
PARTICIPATIVE LEADERSHIP
31
Definition:a leadership style in which the leader sets challenging goals, has high expectations of employees, and displays confidence that employees will assume responsibility and put forth extraordinary effort
ACHIEVEMENT ORIENTED LEADERSHIP
32
Definition:the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization
STRATEGIC LEADERSHIP
33
Definition:a leadership style in which the leader sets challenging goals, has high expectations of employees, and displays confidence that employees will assume responsibility and put forth extraordinary effort
ACHIEVEMENT ORIENTED LEADERSHIP
34
NORMATIVE DECISION THEORY: AI
35
NORMATIVE DECISION THEORY: AII
36
NORMATIVE DECISION THEORY: CI
37
NORMATIVE DECISION THEORY: CII
38
NORMATIVE DECISION THEORY: GII
39
Definition:the tendency to fill in gaps of missing information by assuming that what we don’t know is consistent with what we already know
closure
40
Definition:the theory that we all have a basic need to understand and explain the causes of other people’s behavior
attribution theory
41
Definition:the tendency for people to perceive themselves as personally and situationally similar to someone who is having difficulty or trouble
defensive bias
42
Definition:the tendency to ignore external causes of behavior and to attribute other people’s actions to internal causes
fundamental attribution error
43
Definition:putting a message into a written, verbal, or symbolic form that can be recognized and understood by the receiver
encoding
44
Definition:the process by which the receiver translates the written, verbal, or symbolic form of a message into an understood message
decoding
45
Overwhelms the effects of individual personalities by providing strong cues for appropriate behavior
§Strong situation:
46
Provides no cues to appropriate behavior and no rewards for any particular behavior
§Weak situation -
47
Person’s general belief that he or she is capable of meeting job demands in a wide variety of situations
§General self-efficacy:
48
Person’s belief that she or he can perform a specific task
§Task-specific self-efficacy -
49
§Extent to which people base their behavior on cues from other people and situations
Self-Monitoring
50
••Elicits an individual’s response to abstract stimuli
Projective test
51
••Involve observing an individual’s behavior in a controlled situation
Behavioral measures
52
••Involves an individual’s responses to a series of questions
Self-report questionnaire
53
••Measures Carl Jung’s theory of individual differences
Myers-Briggs Type Indicator® (MBTI) instrument
54
8 Type Theory Preferences
1. EXTROVERSION 2. INTROVERSION 3. SENSING 4. INTUITION 5. THINKING 6. FEELING 7. JUDGING 8. PERCEIVING
55
••Selecting information that supports our individual viewpoints while discounting information that threatens our viewpoints
Selective perception
56
••Generalization about a group of people
Stereotype
57
••Forming lasting opinions about an individual based on initial perceptions
First-impression error
58
••Overestimating the number of people who share our own beliefs, values, and behaviors
Projection
59
••Process by which individuals try to control the impressions others have of them
Impression management
60
§Explains how individuals pinpoint the causes of their own and others’ behavior
Attribution Theory
61
§Tendency to make attributions to internal causes when focusing on someone else’s behavior
§Fundamental attribution error
62
§Attributing one’s successes to internal causes and one’s failures to external causes
§Self-serving bias
63
Definition:The psychological approach to understanding human behavior that involves knowing something about the person and about the situation.
interactional psychology
64
Definition:The broad theory that describes personality as a composite of an individual’s psychological processes.
integrative approach
65
MBTI SCALES
66
Definition:Preferring closure and completion in making decisions.
JUDGING
67
Definition:Preferring to explore many alternatives with flexibility and spontaneity.
PERCEIVING
68
Definition:The assumption that an individual’s behavior is accounted for by the situation.
discounting principle

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