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Unit 4 Flashcards

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1
Q

What is leadership

A

inspiring others to work hard to accomplish important tasks

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2
Q

what is power

A

the ability to get someone else to do something you want done
- used for the common good rather than personal satisfaction

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3
Q

what are two sources of managerial power

A

position power: based on a managers official status

personal power: based on the unique personal qualities

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4
Q

what is vision

A

a clear sense of the future

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5
Q

what is visionary leadership

A

brings a clear sense o the future to any situation

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6
Q

what is servant leadership

A

follower-centred and committed to helping others in their work

focuses on empowerment, not on power

providing followers with
- information
- responsibility
- authority
- trust

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7
Q

what are leadership styles

A

recurring patterns of behaviours exhibited by leaders

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8
Q

what are two dimensions of leadership style

A
  • concern for the task to be accomplished
  • concern for the people doing the work
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9
Q

what is autocratic style

A
  • emphasizes work over people
  • keeps authority and information within the leaders tight control
  • acts in a unilateral command and control fashion
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10
Q

what is laissez-faire style

A
  • shows little concern for task at hand
  • lets the group make decisions
  • acts with a “do the best you can and don’t bother me” attitude
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11
Q

what is democratic style

A
  • committed to task and people
  • getting things done while sharing information
  • encouraging participation in decision making
  • helping people develop skills and competencies
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12
Q

what is contingency theory

A

the contingency theory of leadership says that a leader’s effectiveness is contingent on whether or not their leadership style suits a particular situation

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13
Q

what is fielders contingency model

A
  • good leadershop depends on a match between leadership and situational demands
  • measures on a least-preferred co-worker (LPC) scale:
  • low LPC: task motivated / oriented leaders
  • high LPC: relationship motivated / oriented leaders
  • leadership is part of ones personality, and therefore relatively difficult to change
  • leadership style must fit situation
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14
Q

Amount of control in a situation is critical in determining the correct style situation fit.Three contingency variables are:

A
  • Quality of leader-member relations (good or poor)
  • Degree of task structure (high or low)
  • Amount of position power (strong or weak)
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15
Q

Fielder’s findings can be stated as two propositions:

A

1-Task oriented leaders are most successful in:
Very favourable (high control) situations
Very unfavourable (low control) situations

2-Relationship-oriented leaders are most successful in:
Situations of moderate control

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16
Q

The Hersey-Blanchard situational leadership model:

A
  • adjust style depending on the readiness of their followers
  • Readiness = how able, willing and confident followers are in performing tasks
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17
Q

The four leadership styles to choose from are:

A
  • Delegating—allowing the group to take responsibility for task decisions; a low-task, low-relationship style.
  • Participating—emphasizing shared ideas and participative decisions on task directions; a low-task, high-relationship style.
  • Selling—explaining task directions in a supportive and persuasive way; a high-task, high-relationship style.
  • Telling—giving specific task directions and closely supervising work; a high-task, low-relationship style.
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18
Q

what is the House’s path-goal leadership theory (Robert House):

A

Effective leader is one who clarifies paths by which followers can achieve both task related and personal goals.

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19
Q

Unlike Fiedler, House believes that a leader can use all of
the following leadership styles and actually shift back and forth among them, which are

A

1) Directive leadership:
Communicate expectations
Give directions
Schedule work
Maintain performance standards

2) Supportive leadership:
do things to make work pleasant
Treat group members as equals
Be friendly and approachable
Show concern for subordinates’ well-being

3) Achievement-oriented leadership:
Set challenging goals
Expect high performance levels
Display confidence in meeting high standards

4) Participative leadership:
Involve subordinates in decision making
Ask for and use subordinates’ suggestions

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20
Q

what is LEADER-MEMBER EXCHANGE THEORY (LMX)

A

Not all people are treated the same by leaders - People fall into “in-groups” and “out-groups,”

High LMX relationship: “In groups”
favourable personality, competency, compatibility

Low LMX relationship: “Out groups”
unfavourable personality, low competency, low compatibility

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21
Q

wha is the Vroom-Jago leader-participation theory:

A

choose the method of decision making that best fits the nature of the situation

Governed by three rules:
- Who has the information & expertise?
- Acceptance and commitment critical for implementation?
- Time pressure for decision-making?

Basic decision-making choices:
*Authority decision – decide alone
*Consultative decision – individually or group
*Group decision – facilitate or delegate

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22
Q

what if effected communication

A

Occurs when the intended meaning of the sender is identical to the interpreted meaning of the receiver

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23
Q

what is efficient communication

A

Occurs at a minimum resource cost

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24
Q

Sources of noise in communication:

A
  • Poor choice of channels
  • Poor written or oral expression
  • Failure to recognize nonverbal signals
  • Physical distractions
    Status effects
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25
what are poor communication channels
Choose the channel that works best - Written channels work for messages that: * Are simple and easy to convey * Convey formal policy or authoritative directives - Spoken channels work best for messages that: *Are complex or difficult to convey, where immediate feedback is needed *Attempt to create a supportive, even inspirational, climate
26
what is poor written or oral expressions
“Substantial economies were effected by this division by increasing the time interval between distribution of data-eliciting forms to business entities.” What does this mean? Translation: The division saved money by sending out fewer questionnaires. Moral of the story: Choose your words carefully.
27
what is failure to recognize nonverbal signals
gestures, facial expressions, body posture, eye contact, and use of interpersonal space. - Mixed messages occur when a person’s words and nonverbal signals communicate different things. - communication technologies causes important nonverbal communication to be lost.
28
what are physical distractions
interruptions from telephone calls, drop-in visitors, a lack of privacy, etc. minimized through proper planning
29
what are status effects
hierarchy of authority creates a barrier to effective communication - Filtering: intentional distortion of information to make it appear favourable to the recipient - Subordinates acting as “yes men”
30
how can communication be improved with active listening
The process of taking action to help someone say exactly what they really mean Rules for active listening: - Listen for message content - Listen for feelings - Respond to feelings - Note all cues, verbal and nonverbal
31
how can communication be improved with constructive feedback
telling others how you feel about something they did or said. Constructive Feedback Guidelines: - Give it directly - Make it specific - Give it when the receiver is willing/able to accept it - Make sure it is valid - Give it in small doses
32
how can communication be improved with proxemics and space design
Proxemics is the use of interpersonal space, an important nonverbal cue Workspace layout is often overlooked as a form of nonverbalcommunication. Greatly impacts communication and behavior.
33
how can communication be improved with the use of communication channels
Use of communication channels: - Channel richness: capacity of a communication channel to carry information in an effective manner *Low channel richness is impersonal, one-way, and fast *High channel richness is personal, two-way, and slow
34
how can communication be improved with technology utilization
Technology utilization: Information technologies facilitate communication, speeds messages and information from person to person
35
how can communication be improved with interactive management
Management by wandering around (MBWA)-Managers spend time outside their offices to meet and talk with workers at all levels. - Open office hours Regular employee group meetings - Computer-mediated meetings and video conferences - Employee advisory councils- members meet with management to share and discuss issues. - Communication consultants- hired to conduct interviews/surveys of employees.
36
how can communication be improved with caluing culture and diversity
Avoid Ethnocentrism: consider one’s culture superior to any and all others Ethnocentrism can cause people to: - Not listen to others - Address or speak to others in ways that alienate them - Use inappropriate stereotypes
37
what are teams
A small group of people with complementary skills work together to achieve a shared purpose
38
what is team work
working together to accomplish common goals
39
what is synergy
The creation of a whole that is greater than the sum of its parts. occurs when team uses its resources to the fullest and achieve goals through collective action.
40
what is a supervisor
appointed head of a formal work unit.
41
what is a Network facilitator
serving as a peer leader and network hub for a special task force.
42
what is a participant
helpful contributing member of a project team.
43
what is a external coach
external convener or sponsor of a problem-solving team staffed by others.
44
what are formal groups
Teams that are officially recognized and supported by the organization. Specifically created to perform essential tasks. Ex. Departments, units, teams or divisions
45
what are informal groups
- Unofficial groups not recognized on organization charts. - Emerge as part of the informal structure - Include interest, friendship, and support groups - Can have positive performance impact; satisfy social needs
46
what are committees
People outside their daily job assignments work together in a small team for a specific purpose Task agenda is narrow, focused, and ongoing
47
what are project teams or task forces
People from various parts of an organization work together on common problems, but on a temporary basis Disbands after task is completed
48
what are cross functional teams
Members come from different functional units of an organization; knock down “walls” separating departments Team works on a specific problem or task
49
what are virtual teams
work together and solve problems using computers rather than face-to-face interactions
50
what are self managing teams
jobs have been redesigned to create a high degree of task interdependence - given authority to make decisions about how to do the required work on their own Also known as autonomous work groups
51
what are effective teams
achieve and maintain high levels of task performance achieve and maintain high levels of member satisfaction
52
what are the Stages of Team Development
Forming: initial orientation and interpersonal testing Storming: conflict over tasks and ways of working as a team Norming: consolidation around task and operating agendas Performing: teamwork and focused task performance Adjourning: task accomplishment and eventual disengagement
53
what are norms
Behaviour expected of team members Rules or standards that guide behaviour
54
what are Performance norms
Define the level of work effort and performance that team members are expected to contribute to the team task
55
what is cohesiveness
The degree to which members are attracted to and motivated to remain part of a team Can be beneficial if paired with positive performance norms
56
what are assets of team decision making
- Greater amounts of information, knowledge, and expertise - Expands number of action alternatives considered - Increases understanding and acceptance - Increases commitment to follow through
57
what are potential disadvantages of team decision making
- Social pressure to conform - Individual or minority group domination - Time requirements
58
what is creativity in team decision-making
Brainstorming: Engages group members in an open, spontaneous discussion of problems and ideas Nominal group technique: Structures interaction among team members discussing problems and ideas
59
what is conflict
A disagreement between people on: - Functional issues: regarding goals and tasks, allocation of resources, policies and procedures - Emotional issues: arising from feelings of anger, distrust, dislike, fear, and resentment, as well as personality clashes Conflict that is well managed can help promote creativity and high performance
60
what is functional conflict
Moderately intense conflict Constructive and stimulates people toward greater work efforts, cooperation, and creativity
61
what is dysfunctional conflict
Low-intensity and very high-intensity conflict Destructive and hurts task performance
62
what are Structural approaches for resolving conflicts
- Making more resources available - Changing the people - Altering the physical environment - Changing reward systems - Changing policies and procedures - Training in interpersonal skills
63
what is cooperativeness
Cooperativeness is the desire to satisfy the other party’s needs and concerns
64
what is assertiveness
Assertiveness is the desire to satisfy one’s own needs and concerns
65
what is Avoidance (withdrawal)
Pretends that a conflict doesn’t really exist Being Uncooperative and unassertive
66
what is accommodation (smoothing)
Being Co-operative and assertive
67
what is competition (authoritative command)
Being Unco-operative and assertive
68
what is compromise
Being Moderately co-operative and assertive
69
what is collaboration (problem solving)
Being Co-operative and assertive
70
in conflict management styles, what is lose-lose conflict
Management by avoidance or accommodation
71
in conflict management styles, what is win-lose conflict
Management by competition and compromise
72
in conflict management styles, what is win-win conflict
Management by collaboration

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