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Groups > Groups Week2 1 Leadership MCQ > Flashcards

Groups Week2 1 Leadership MCQ Flashcards

1
Q

Social Psychology

A

an attempt to understand and explain how the thoughts, feelings, and behaviours of individuals are influenced by the actual, imagined, or implied presence of others (G. Allport, 1954)

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2
Q

Social Influence

A

Process whereby attitudes and behaviour are influenced by the real or implied presence of other people

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3
Q

Norms

A

Attitudinal and behavioural uniformities that define group membership and differentiate between groups

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4
Q

Compliance

A

Superficial, public and transitory change in behaviour and expressed attitudes in response to requests, coercion or group pressure

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5
Q

Coercive compliance

A

agree publicly but not privately

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6
Q

Persuasive compliance

A

Change innermost beliefs in line with views or behaviour

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7
Q

Reference groups

A

Group that is psychologically significant for our behaviour and attitudes (either in a positive or negative way)

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8
Q

Membership group

A

Group which we belong by some objective external criterion (again in a positive or negative way)

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9
Q

Dual-process dependency model

A

General model of social influence in which two separate processes operate dependency on others for social approval and for information about reality

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10
Q

Power

A

Capacity to influence others while resisting their attempts to influence

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11
Q

Reward power

A

Ability to give rewards

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12
Q

coercive power

A

ability to give or threaten punishment for non-compliance

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13
Q

informational power

A

belief that influencer has more information than oneself

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14
Q

expert power

A

belief that influencer has generally greater expertise and knowledge

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15
Q

legitimate power

A

belief that influencer is authorised by a recognised power structure

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16
Q

referent power

A

identification with attraction to or respect for the source of influence

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17
Q

Agentic state

A

A frame of mind thought by Milgram to characterise unquestioning obedience, in which people as agents transfer personal responsibility to the person giving orders

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18
Q

Foot-in-the-door technique

A

once sunk costs are committed peoples actions will continue even if the costs increase dramatically

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19
Q

Immediacy

A

social proximity of the victim to the participant

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20
Q

Conformity

A

Deep-seated, private and enduring change in behaviour and attitudes due to group pressure

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21
Q

Frame of reference

A

Complete range of subjectively conceivable positions that relevant people can occupy in that context on some attitudinal or behavioural

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22
Q

Autokinesis

A

Optical illusion in which a pinpoint of light shining in complete darkness appears to move about

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23
Q

Informational influence

A

An influence to accept information from another as evidence about reality

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24
Q

Normative influence

A

An influence to conform with the positive expectation of others, to gain social approval or to avoid social disapproval

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25
Q

Referent informational influence

A

Pressure to conform with a group norm that defines oneself as a member

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26
Q

Social identity theory

A

Theory of group membership and intergroup relations based on self-categorisation, social comparison and the construction of a shared self-definition in terms of ingroup-defining properties.

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27
Q

Metacontrast principle

A

The prototype of a group is that position within the group that has the largest ratio of differences to ingroup positions to differences to outgroup positions

28
Q

Minority influence

A

Social influence processes whereby numerical or power minorities change the attitudes of the majority

29
Q

Conformity Bias

A

Tendency for social psychology to treat group influence as a one-way process in which individuals or minorities always conform to majorities

30
Q

Normalisation

A

mutual compromise leading to convergence

31
Q

Innovation

A

minority creates and accentuates conflict in order to persuade the majority to adopt the minority viewpoint

32
Q

Moscovici genetic model of social influence (1976)

A

minorities go out of their was to create, draw attention to and to accentuate conflict.

33
Q

Conversion effect

A

When minority influence brings about a sudden and dramatic internal and private change in the attitudes of a majority

34
Q

Convergent-divergent theory

A

When people wrongly expect shared attitudes with majority a minority allows divergent thinking that involves consideration of a range of alternative views, even ones not proposed by them minority

35
Q

Attribution

A

process of assigning a cause to our own behaviour, and that of others

36
Q

Social impact

A

The effect that other people have on our attitudes and behaviour, usually as a ck sequence of factors such as group size, and temporal and physical immediacy

37
Q

Leadership

A

Getting group members to achieve the groups goals

38
Q

Chemers definition of Leadership

A

a process of social influence which an individual enlist and mobilizes the aid of others in the attainment of a collective goal

39
Q

Great person theory

A

Perspective on leadership that attributes the effective leadership to innate or acquired individual characteristics

40
Q

Autocratic leaders

A

organised the clubs activities, gave orders, were aloof and focused exclusively on the task at hand (giving orders to followers

41
Q

Democratic leaders

A

called for suggestions, discussed plans and behaved like ordinary club members (Consultation and obtaining agreement and consent from followers)

42
Q

Laissez-faire leaders

A

Laissez-faire leaders: left the group to its own devices and general intervened minimally (Disinterest in followers)

43
Q

Leader behaviour description questionnaire

A

Scale devised by the Ohio State leadership researchers to measure leadership behaviour and distinguish between initiating structure and consideration dimensions

44
Q

Initiating structure

A

task orientation and defined goals

45
Q

Consideration dimensions

A

Relationship orientation, harmonious relationships and welfare of subordinates

46
Q

Contingency theories

A

Theories of leadership that consider the leadership effectiveness of particular behaviours or behavioural styles to be contingent on the nature of the leadership situation

47
Q

Fiedlers contingency theory

A

Measured leadership style using least-preferred co-worker scale

48
Q

Least-preferred co-worker scale

A

Fiedlers scale from measuring leadership style in terms of favourability of attitude toward ones least-preferred co-worker

49
Q

Situational control

A

Fielders classification of task characteristics in terms of how much control effective task performance requires

50
Q

Normative decision theory

A

A contingency theory of leadership that focuses on the effectiveness of different leadership styles in group decision-making contexts

51
Q

Path-goal theory

A

A contingency theory of leadership that can also be classified as transactional theory it focuses on how structuring and consideration behaviours motivate followers

52
Q

Transactional Leadership

A

Approach to leadership that focuses on the transaction of resources between leader and followers. Also a style of leadership

53
Q

Idiosyncrasy credit

A

Hollanders transactional theory, that followers rewards leaders for achieving group goals by allowing them to be relatively idiosyncratic

54
Q

Leader-member exchange theory

A

Theory of leadership in which effective leadership rests on the ability of the leader to develop good-quality personalised exchange relationships with individual members

55
Q

Vertical dyad linkage model

A

An early form of leader-member exchange theory in which a sharp distinction is drawn between dyadic leader-member relations in which the member is treated effectively as in-group or as out-group

56
Q

Transformational leadership

A

Approach to leadership that focuses on the way that leaders transform group goals mainly through the exercise of charisma. Also a style of leadership based on charisma

57
Q

Leadership categorisation theory

A

We have a variety of schemas about how different types of leader behave in different situations. When a leader is categorised as a particular type of leader, the schema fills in details about how that leader will behave

58
Q

Status characteristics theory:

A

Theory of influence in groups that attributes greater influence to those who possess both task-relevant characteristics (specific status characteristics and characteristics of high-status groups in society (diffuse status characteristics). This is also called expectation states theory.

59
Q

Group value model

A

View that procedural justice within groups makes members feel valued, and thus leads to enhanced commitment to and identification with the group

60
Q

Relational model of authority in groups

A

Tylers account of how effective authority in groups rests upon fairness and justice based relations between leader and followers

61
Q

Distributive justice

A

The fairness of the outcome of a decision

62
Q

Procedural justice

A

The fairness of the procedures used to make a decision

63
Q

Glass ceiling

A

An invisible barrier that prevents women, and minorities, from attaining top leadership positions

64
Q

Role congruity theory

A

Mainly applied to the gender gap in leadership because social stereotypes of women are inconsistent with peoples schemas of effective leadership, women are evaluated as poor leaders

65
Q

Intergroup leadership

A

Leaders lead their group against other groups

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