Term
| Define initiating structure and consideration as leader behaviors. How do these two concepts fit into Blake and Mouton’s Leadership Grid? |
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Definition
| Initiating structure (task focus) is a task-oriented approach that focuses on rules, responsibilities, and policies. Consideration (relationship focus) is a relationship-oriented approach that focuses on understanding one’s employees. Forms the axes on the l-ship grid. |
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Term
| Describe Fiedler’s Contingency Theory, and be sure to describe the relevant components of a situation. Also, what is the role of the LPC in this theory? |
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Definition
| Fiedler noted that there are two styles of leadership: task and relationship oriented. He said that depending on the situation, one or the other is better. The situation is defined by leader-member relations. He said it’s easier to change the situation than the leader’s style. The LPC is the Least Preferred Coworker, which is used to classify leaders by a LPC scale. It's a projective technique through which a leader is asked to think about a person with whom he or she can work least well. Those who classify LPC in positive terms is relationship oriented and those who classify in negative are task oriented |
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Term
| Compare House’s path-goal theory of leadership with the Situational Leadership model. |
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Definition
| Path-goal theory states that the basic role of the leader is to clear the follower's path to the goal. THe leader used the most appropriate of four leader behavior styles to help followers clarify the paths that lead them to work and personal goals. Situational Leadership suggests that the leader's behavior should be adjusted to the maturity level of the followers. |
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Term
| Discuss transformational, charismatic, and authentic leadership. |
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Definition
| Transformational leadership inspires and excites followers to high levels of performance. They rely on personal attributes instead of their official position to manage followers. Charismatic leadership uses their personal abilities and talents in order to have profound and extraordinary effects on followers. Authentic leadership includes transformational, charismatic, or transactional leadership as the situation might demand. However, the have a concious and well-developed set of values. |
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Term
| What do we know about the relationship between emotional intelligence and leadership? Gender and leadership? |
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Definition
| It has been said that effective leaders possess emotional intelligence, which is the ability to recognize and manage emotion in one's self and in others. In gender and leadership, early evidence shows that women tend to use a more people-oriented style that is more inclusive and empowering, as contrasted to men. However, most leadership studies have been performed on men, and the studies need to be broadened to women. |
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Term
| Describe the differences between autocratic and democratic work environments. How do they differ from a laissez-faire workplace? |
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Definition
| An autocratic style is a style of leadership in which the leader uses strong, directive, controlling actions to enforce the rules, regulations, activities, and relationships in the work environment. Democratic is a style in which the leader takes collaborative, responsive, interactive actions with followers concerning the work and the work environment. These differ from a laissez-faire workplace because in laissez-faire, the leader fails to accept any responsibility of the position. |
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Term
| What are the assumptions of the rational model? |
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Definition
| The outcome will be completely rational; the decision maker has a consistent system of preferences, which is used to choose the best alternative; the decision maker is aware of all the possible alternatives; the decision maker can calculate the probability of success for each alternative |
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Term
| What are the assumptions of the bounded rationality model? |
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Definition
| Managers select the first alternative that is satisfactory; Managers recognize that their conception of the world is simple; managers are comfortable making decisions without determining all of the alternatives; managers make decisions by rules of thumb or heuristics (making decisions in order to save mental activity) |
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Term
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Definition
| Examine facts and details (using sensing to gather information about the problem); Generate alternatives (using intuiting to develop possibilites), Analyze the alternatives objectively (using thinking to logically determine the effects of each alternative); Weigh the impact (use feeling to determine how the people will be involved or connected) |
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Term
| What is intuition and when do decision-makers tend to use it? Can it be taught? |
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Definition
| Managers tend to use it in unfamiliar and challenging situations. It can be taught through experiences and life lessons |
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Term
| What are the four stages of the creative process, and what are the individual and organizational influences on creativity? How can organizations help people be more creative? |
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Definition
| Preparation, incubation, illumination, and verification. Organizations can inspire creativity by creating feelings of autonomy, being a part of a team with diverse skills, and having creative supervisors and coworkers. |
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Term
| What are the four power-oriented characteristics of the best managers? |
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Definition
| Belief in the authority system, preference for work and discipline, altruism (putting the company before themselves), and belief in justice |
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Term
| What is continuing to support a failing course of action? |
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Definition
| Escalation of commitment. |
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Term
| Describe the symptoms of groupthink, and identify actions that can be taken to prevent it. |
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Definition
| Belief in their invulnerability, belief in their morality, stereotyping of groups, peer pressure. To prevent, some steps that might be taken are asking each group member to assume the role of critical evaluator who actively voices objections or doubts . Bring in outside experts. Assign a devil's advocate. Create committees. |
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Term
| What are the five types of power according to French and Raven? What are the effects of these types of power? |
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Definition
| Reward power- power based on the agent's ability to control rewards that a target wants. (can lead to better performance as long as the employee sees a clear link btw. performance and rewards). Coercive power is power that is based on the agent's ability to cause an unpleasant experience for a target. Legitimate power, similar to authority, is the power that is based on position and mutual agreement. Referent power is an elusive power that is based on interpersonal attraction. The agent has referent power because the target identifies/wants to be like the agent. Expert power is power that exists when the agent has specialized knowledge or skills that the target needs. |
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Term
| What are the intergroup sources of power? |
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Definition
| Control of critical resources, control strategic contingencies (activities that other groups depend on in order to complete their tasks), ability to cope with uncertainty, high degree of uncertainty, nonsubstitutability (the extent to which a group performs a function that is indispensable to an organization). |
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Term
| What are the questions to ask when trying to establish if power-related behavior is ethical? |
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Definition
| Does the behavior produce a good outcome for people both inside and outside of the organization? Does the behavior respect the rights of all parties? Does the behavior treat all parties equitably and fairly? |
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Term
| Distinguish between personal and social power. |
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Definition
| Personal power is used for personal gain, social power is used to create motivation or to accomplish group goals |
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Term
| What are Kanter's symbols of power/powerlessness? |
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Definition
| Power: Ability to intercede for someone in trouble, ability to get placements for favored employees, exceeding budget limitations, procuring above-average raises for employees, getting items onto the agenda at meetings, access to early information, having top managers seek out their opinion. Powerlessness: Overly close supervision, inflexible adherence to the rules, and a tendency to do the job themselves rather than train their employees to do it. |
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Term
| Which influence tactics are most effective? |
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Definition
| Consultation- the person seeks your participation in making a decision. Rational persuasion- the person uses logical arguments and factual evidence to persuade you that a proposal or request is viable and likely to result in the attainment of task objectives. Inspirational appeals- the person makes an emotional request or proposal that arouses enthusiasm by appealing to your values/ideals. Ingratiation- ther person seeks to get you in a good mood or to think favorably of him or her before asking you to do something. |
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Term
| What are some ways to empower people at work? |
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Definition
| Managers should express confidence in employees and set high performance expectations; managers should create opportunities for employees to participate in decision making; managers should remove bureaucratic constraints that stifle autonomy; managers should set inspirational and meaningful goals. |
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Term
| What is a group? A work team? |
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Definition
| A group is two or more people with common interests and objectives, with continuing interaction. A work team is a group of people with complementary skills who are committed to a common mission, and hold themselves mutually accountable. |
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Term
| What are standards that a work group use to evaluate the behavior of its members? |
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Definition
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Term
| What is the 'interpersonal glue' that makes members of the group stick together? |
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Definition
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Term
| What is the failure of a group member to contribute personal time, effort, thoughts, or other resources to the group? |
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Definition
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Term
| What is the social process which individual group members lose self-awareness, and its accomanying sense of accountability, inhibition, and responsibility for individual behaviors? |
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Definition
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Term
| Describe what happens in each stage of a group's development according to Tuckman’s Five-Stage Model. What are the leadership requirements in each stage? |
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Definition
| Forming (guidance and direction), Storming(coaching), Norming (facilitation), Performing (delegation), and Adjourning (recognition). |
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Term
| Describe the four characteristics of mature groups. |
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Definition
| Purpose and mission, Behavioral norms, group cohesion, and status structure (the set of authority and task relations among a group's members) |
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Term
| Describe the necessary skills for empowerment and teamwork. |
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Definition
| Competence skills, process skills (negotiating skills), cooperative skills, communication skills. |
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Term
| What are the four levels of verbal response in reflective listening? |
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Definition
| Affirming contact, paraphrasing expressed thoughts or feelings, clarifying implicit thoughts and feelings, and reflecting core feelings not fully expressed |
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Term
| What are the five communication skills of effective supervisors and managers? |
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Definition
| Expressiveness, informative, empathy, sensativity, and persusasion |
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Term
| What four kinds of nonverbal communication are important in interpersonal relationships? |
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Definition
| Proxemics (space), kinesics (body movements), facial/eye behavior, and paralanguage (variation of speech) |
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Term
| What is the absence of heartfelt communication in human relationships leading to lonliness and social isolation. |
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Definition
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Term
| Describe at least five new communication technologies in terms of data richness. |
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Definition
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Term
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Definition
| Specific, Measurable, Attainable, Realistic, and Time-Bound |
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Term
| What two characteristics do Level 5 leaders have? |
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Definition
| Personal humility and professional will |
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Term
| What is cognitive dissonance? |
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Definition
| CG is the state of tension that is produced when an individual experiences conflict between attitudes and behavior. |
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Term
| What is the tendency to make attributions to internal causes when focusing on someone's behavior? |
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Definition
| Fundamental attribution error |
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