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Organizational Leadership (all) Flashcards

(85 cards)

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1
Q

Leadership Definition

A

influencing followers to achieve organizational objectives

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2
Q

5 elements of leadership

A

leaders - followers
organizational objectives
people
influence
change

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3
Q

leaders - followers

A

leadership is shared

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4
Q

influence

A

support and implement ideas through change

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5
Q

organization objectives

A

influence followers to achieve shared objectives

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6
Q

change

A

influencing and setting objectives

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7
Q

people

A

leading through relationships

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8
Q

3 managerial leadership skills

A

technical
interpersonal
decision making

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9
Q

technical skills

A

using techniques to perform a task

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10
Q

interpersonal skills

A

working well with others and developing effective relationships

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11
Q

decision making skills

A

selecting alternatives to perform a task and taking advantage of opportunities

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12
Q

managerial role categories

A

informational
interpersonal
decisional

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13
Q

interpersonal leadership roles

A

close relationships with others

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14
Q

informational leadership roles

A

gathering information before spreading it

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15
Q

decisional leadership roles

A

resource allocator and entrepreneur

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16
Q

levels of analysis of leadership theory

A

individual
group
organizational

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17
Q

individual level analysis

A

performances based on individual performance

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18
Q

group level analysis

A

productive groups make productive individuals

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19
Q

organizational level analysis

A

motivate others to perform at their best to stay on top

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20
Q

leadership theory

A

understand, predict and control successful leadership

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21
Q

leadership theory classifications

A

trait, behavioral, contingency, integrative

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22
Q

contingency leadership theories

A

explain appropriate leadership style based on leader, followers, and situation

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23
Q

traits

A

distinguished personal characteristics

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24
Q

big 5 models of personality

A

surgency
adjustment
agreeableness
conscientiousness
openness to experience

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25
agreeableness personality dimension
emotional intelligence and sociability
26
surgency personality dimension
dominance, extraversion, high energy with determination
27
conscientiousness personality dimension
dependability and integrity
28
attitudes
positive and negative feeling about people, things, and issues
29
Douglas McGregor
theory x and theory y classified assumptions
30
self concept
positive and negative feelings people have about themselves
31
self efficacy
belief in own capability to perform in certain situations
32
moral development
knowing right from wrong and choosing to do the right thing
33
3 levels of moral develpment
postconventional conventional preconventional
34
moral justificaiton
thought process rationalizing unethical behavior
35
golden rule
lead others how you want to be led
36
leadership style
traits, skills and behavior the leaders use when interacting with followers
37
autocratic leadership style
makes decisions, tells employees what to do and closely supervises workings
38
university of Michigan leadership model
2 types of leadership styles: job centered and employee centered
39
hierarchy of needs theory
physiological safety belongingness esteem self actualization
40
2 factor theory
people are motivated by motivaters rather than maintenance factors
41
Goal Setting theory
specific difficult goals motivate people
42
power
a leaders potential to have influence over followers
43
legitimate power
power given by the organization
44
reward power
using things of value to influence others
45
coercive power
withholding rewards to influence others
46
expert power
skills and knowledge
47
information power
data desired by others
48
politics
process of gaining and using power; neither good nor bad
49
Effective follower (2)
execute leaders decisions, raise issues about unethical decisions, high self efficiency
50
Pragmatic follower
little of all 4 styles, depends which style fits situation
51
team work
understanding and commitment to common goal
52
Effective follower
high critical thinking, high involvement
53
passive follower
low critical thinking and low involvement
54
mediator
neutral 3rd party helps resolve conflict
55
dyad
individualized relationship between leader and each follower in work unit
56
BCF model
conflict in terms of behavior, consequence and feelings
57
arbitrator
neutral 3rd party that make binding decisions to resolve conflict
58
leader - member exhange
quality of exchange relationship between leader and follower
59
out group
followers with few to no social ties; strictly task centered relationship
60
ingratiation
supportive, appreciative, respectful
61
self promotion
competent and dependable
62
conformist follower
low critical thinking and high involvement
63
followership
behavior of followers as a result of the leader
64
alienated follower
high critical thinking and low involvement
65
process motivation theories
how people choose behavior to fulfill their needs
66
content motivation theories
explain and predict behavior based on people's needs
67
leadership model
emulation or use in a given situation
68
performance theory
motivation, resources and ability
69
conflict
people in disagreement and opposition
70
psychological contract
unwritten expectations for each party in a relationship
71
leadership trait theories
distinguished characteristics accounting for leadership effectiveness
72
task motivated leadership
gain satisfaction from task completion
73
relationship motivated leadership
gain satisfaction through forming and maintaining relationships
74
openness to experience personality dimension
flexibility intelligence and internal locus of control
75
motivation
anything can affect behavior when pursuing a certain outcome
76
acquired needs theory
people are motivated by their need for achievement, power, and affiliation
77
situation(time)
size of the organization is considered and time is needed for participation
78
boss
based on personality and behavior; some are autocrats, some are participative
79
connection power
relationships to influence people
80
democratic leadership style
participates in decision making, lets followers deviate tasks, does not closely supervise
81
motivation process
need - motivate - behavior - consequence - satisfaction
82
adjustment personality dimension
stability and self confidence
83
networking
forming relationships for the purpose of socializing and politicking
84
referent power
personal relationships with others
85
the 7 powers
legitimate reward coercive information expert referent connection

State FBLA (3 decks)

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