Quiz 4 Flashcards
(31 cards)
Laissez fair style
Entitles a hands off approach also it abdicates (fail to fulfill the authority and responsibility of the position often results in chaos, also causes role ambiguity(lack of decision) for followers because the leader fail to clearly define goals responsibility and outcomes. It also leads to higher interpersonal conflict at work
Autocratic style
Uses strong directive actions to control the rules, regulations, activities, and relationships in the work environment
Transformational style
Inspire and excite followers to high levels of performance they rely on personal attributes instead of their official position to manage followers .
Transformational style
This leadership can be learned Charisma Individualized consideration Inspirational motivation Intellectual simulation
Charismatic style
Ability to create a vision and convince others to become part of it. The use of personal abilities and talents in order to have profound and extraordinary effect on the followers
Born with a gift
Can lead to chaos / hitler
Authentic leader style
Includes individualized consideration, inspirational motivation, intellectual simulation, act in ways that are consistent with their value system they have highly evoked sense of morale right and wrong
Motivate followers to higher levels of performance by building a workforce of high hope, optimism, and self efficacy
Emotional intelligence
Ability to recognize and manage emotion in oneself and in others. The most important skill for effective leadership it is made up of Self awareness Empathy Self confidence It's a skill that can be learned
Conflict
Any situation in which incompatible goals, attitudes, emotions, or behavior leads to disagreement or opposition between two or more parties
Conflict
21% of managers time or 1 day out of the week is spend on office conflict
Emotional intelligence- the power to control ones emotions and perceive emotions on others, adapt to change, and mange adversity
Positive consequences of conflict
Leads to new ideas Stimulates creativity Motivates change Promotes organization vitality Helps individuals and groups establish identities. serves as a safety value to indicate problems
Negative consequence of conflict
Diverts energy from work Threatens physiological well being Wastes resources Creates a negative climate Breakers down group cohesion Can increase hostility and aggressive behavior
Functional conflict
A health, constructive disagreement between two or more people
dysfunctional
An unhealthy, destructive disagreement between two or more people
Causes of conflict in an organization- structural forces
Specialization Interdependence Common resources Goal differences Authority relationships Status inconsistency Jurisdiction ambiguities
Specialization
When jobs are highly specialized employees become experts of certain tasks.
Can lead to conflict because people have little awareness of the task that another person performs
Marketing vs engineering
Interdependece
Requires groups or individuals to depend on one another to accomplish goals. When there is a problem it becomes easy to blame each other and conflict escalates
Common resources
Anytime multiple parties must share resources, there is a possibility for conflict, shared resources become scarce
Goal difference
When groups have different goals, these goals may be incompatible. Often types of conflict occur because individuals have no knowledge of another objective
Authority relationships
Traditional bosses - Employees relationships hierarchy in nature boss has a superior to the employee. As organizations move towards the team approach and empowerment. Their should be less potential for conflict from authority relations
Status inconsistency
Some organization have a strong status difference between management and non management workers. Managers may have privileges (flexible schedules, reserved parking spaces, long lunches) that are not available to non management- May result in resentment and conflict
Justification ambiguities
The presence of unclear lines of responsibility within an organization
Legitimate power
Similar to authority
Power that is based and mutual agreement agent and target agree that the agent has the right to influence the target
Ex- employees must know that management has the power to tell them to do something
Reference power
An elusive power that is based on interpersonal attraction
People who use this power well are often individualistic and respect by the target
Expert power
The power that exist when an agent has specialized knowledge or skill that the target needs
1: the target must trust that the experty is given accurately
2: the knowledge involved must be relevant and useful to the target
3: the targets perception of the agents as an expert is crucial
