Mgt 301 Test 2

Individualism-collectivism

The degree to which a culture has a loosely knit social framework (individualism) or a tight social framework (collectivism)

Power Distance

The degree to which a culture prefers equal power distribution (low power distance) or an unequal power distribution (high power distance)

Readiness

The degree to which employees have the ability and the willingness to accomplish their specific tasks

Meaning of money

The idea that money can have symbolic value (e.g. achievement, respect, freedom) in addition to economic value

Past accomplishments

The level of success or failure with similar job tasks in the past

Impact

The sense that a person's actions "make a difference" - that progress is being made toward fulfilling some important purpose

Culture

The shared values, beliefs, motives, identities, and interpretations that result from common experiences of members of a society and are transmitted across generations

Personality-

The structures and propensities inside a person that explain his or her characteristics patterns of thought, emotion, and behaviors. Personality reflects what people are like and creates their social reputation

Comparison Other

another person who provides a frame of reference for judging equity

Needs

groupings or clusters of outcomes viewed as having critical psychological or physiological consequences

Leader effectiveness

how well people actually do in a leadership role.

Leaders who demonstrate a high level of ______ behavior are generally oriented toward meeting objectives and they control employees' roles.

initiating structure

Clear purpose tests

integrity test that ask about attitudes toward dishonesty, beliefs about the frequency of dishonesty, desire to punish dishonesty, and confession of past dishonesty

Veiled purpose tests

integrity test that do not directly ask about dishonesty, instead assessing more general personality traits associated with dishonest acts

7 factors combine to make some decision-making styles more effective

o Decision significance o Importance of commitment o Leader expertise o Likelihood of commitment o Shared objectives o Employee expertise o Teamwork skills

Typical performance

performance in the routine conditions that surround daily job tasks

Emotional Cues

positive or negative feelings that can help or hinder task accomplishment

Traits

recurring trends in people's responses to their environment (Responsible, easygoing, polite, and reserve)

Idealized influence

when the leader behaves in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader

Inspirational motivation

when the leader behaves in ways that foster an enthusiasm for and commitment to a shared vision of the future

Individualized consideration

when the leader behaves in ways that help followers achieve their potential through coaching, development, and mentoring

Selling

when the leader explains key issues and provides opportunities for

Participating

when the leader shares ideas and tries to help the ground conduct its affairs

Passive management-by-exception

when the leader waits around for mistakes and errors, then takes corrective action as necessary

Myers-Briggs Type Indicator (MBTI)

· A personality framework that evaluates people on the basis of four types or preferences: o extraversion (being energized by people and social interactions) versus introversion (being energized by private time and reflections) o sensing (preferring clear and concrete facts and data) versus intuition (preferring hunches and speculations based on theory and imagination) o thinking (approaching decisions with logical and critical analysis) versus feeling (approaching decisions with an emphasis on others' needs and feelings) o judging (approaching tasks by planning and setting goals) versus perceiving (preferring to have flexibility and spontaneity when performing tasks)

Goal Commitment

- the degree to which a person accepts a goal and is determined to reach it

Equity Distress

An internal tension that results from being overrewarded or under rewarded relative to some comparison other

Differential Reactivity

Being less likely to believe that one can cope with the stressors experienced on a daily basis

Intrinsic motivation

Desire to put forth work effort due to the sense that task performance serves as its own reward

Jeremiah has always had an "open door" policy with his employees. They know they can come to him with any problem, work-related or personal, and he will do what he can to help them. According to the University of Michigan studies, what type of leadership behavior does Jeremiah demonstrate?

Employee centered

Role Making

Follower voices his/her expectations for the relationship, resulting in a free flowing exchange of opportunities and resources for activities

Specific and difficult goals

Goals that stretch an employee to perform at his or her maximum level while still staying within the boundaries of his or her ability

Feedback

In Job characteristics theory, it refers to the degree to which the job itself provides information about how well the job holder is doing. In goal setting theory, it refers to progress updates on work goals.

Alberto encourages his followers to "think outside the box" and approach problems in new, innovative ways. This best describes which dimension of transformational leadership?

Intellectual Stimulation

Task Strategies

Learning plans and problem-solving approaches used to achieve successful performance

Vicarious experiences

Observations of and discussions with others who have performed some work task

Verbal persuasion

Pep talks that lead employees to believe that they can "get the job done"

Maximum performance

Performance in brief, special circumstances that demand a person's best effort

Negative Affectivity

A dispositional tendency to experience unpleasant moods such as hostility, nervousness, and annoyance

Autocratic style

A leadership style where the leader makes the decision alone without asking for opinions or suggestions of the employees in the work unit (sole decision-maker)

Initiating structure

A pattern of behavior where the leader defines and structures the roles of employees in pursuit of goal attainment

Motivation

A set of energetic forces that determine the direction, intensity, and persistence of an employee's work effort.

Accomplishment striving

A strong desire to accomplish task-related goals as a mean of expressing one's personality

Communion Striving-

A strong desire to obtain acceptance in personal relationships as a means of expressing one's personality

Engagement

A term commonly used in the contemporary workplace to summarize motivation levels

Leader-member exchange theory

A theory describing how leader-member relationships develop over time on a dyadic basic. (Role taking and role making)

Life cycle theory of leadership

A theory stating that the optimal combination of initiating structure and consideration depends on the readiness of the employees in the work unit

Goal setting theory

A theory that views goals as the primary drivers of the intensity and persistence of effort

Internal Comparison

Comparing oneself to someone in the same company

Shannon stopped in her boss's office and said, "Greg, I've got some ideas on how we can generate more social media buzz for our fund-raising event. Can we schedule a time when we can sit down and go over these ideas?" Which stage of the leader-member exchange theory does this best describe?

Role Making

According to the life cycle theory of leadership, which leadership style emphasizes high amounts of both initiating structure and consideration?

Selling

Neutralizers

Situational characteristics that reduce the importance of the leader and do not improve employee performance in any way

Zero acquaintance

Situations in which two people have just met

Self-efficacy

The belief that a person has the capabilities needed to perform the behaviors required on some tasks

Expectancy

The belief that exerting a high level of effort will result in successful performance on some task

Instrumentality

The belief that successful performance will result in the attainment of some outcomes

Competence

The capability to perform work tasks successfully

Active management-by-exception

When the leader arranges to monitor mistakes and errors actively and takes corrective action when required

Telling

When the leader provides specific instructions and closely supervises performance, high initiating structure but low consideration.

Delegating

When the leader turns responsibility for key behaviors over to employees, low initiating structure and low consideration.

Positive affectivity

a dispositional tendency to experience pleasant, engaging moods such as enthusiasm, excitement, and elation

Delegative style

a leadership style where the leader gives the employee the responsibility for making decisions within some set of specified boundary conditions (gives responsibility to others)

Consultative style

a leadership style where the leader presents the problem to employees asking for their opinions and suggestions before ultimately making the decision himself or herself (Seeks input; then makes decisions)

Role taking

a manager describes role expectations to an employee, and the employee attempts to fulfill those expectations with his or her job behaviors.

Substitutes for leadership model

a model that suggest that characteristics of the situations can constrain the influence of the leader, which makes it more difficult for the leader to influence employee performance

Time-driven model of leadership

a model that suggests that seven factors, including the importance of the decision, the expertise of the leader, and the competence of the followers, combine to make some decision-making styles more effective than others in a given situation.

Transactional leadership

a pattern of behavior where the leader rewards or disciplines the follower based on performance

Consideration

a pattern of behaviors where the leader creates job relationships characterized by mutual trust, respect for employees ideas, and consideration of employees feelings

Transformational leadership

a pattern of behaviors where the leader inspires followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives

Cognitive distortion

a reevaluation of the inputs an employee brings to a job, often occurring in response to equity distress

Self-determination

a sense of choice in the initiation and continuation of work tasks

Status striving

a strong desire to obtain power and influence within a social structure as a means of expressing one's personality

Expectancy theory

a theory that describes the cognitive process employees go through to make choices among different voluntary responses also theory of motivation proposes that work effort is directed toward positive experiences and away from negative ones

Equity Theory

a theory that suggests that employees create a mental ledger of the outcomes they receive for their job inputs, relative to some comparison other.

S.M.A.R.T. goals

acronym that stands for Specific, Measurable, Achievable, Results-Based, Time-Sensitive goals.

A leader who focuses on supervising task execution for any deviations from the norm and corrects errors or issues as they occur is practicing

active management-by-exception.

Psychological empowerment

an energy rooted in the belief that tasks are contributing to some larger purpose

Differential exposure

being more likely to appraise day-to-day situations as stressful, thereby feeling that stressors are encountered more frequently

Meaningfulness

captures the value of a work goal or purpose, relative to a person's own ideals and passions

Extrinsic motivation

desire to put forth work effort due to some contingency that depends on task performance

Culture Values

shared beliefs about desirable end states or modes of conduct in a given culture that influence the expression of traits · Most adjectives are variations of five broad dimensions or factors that can be used to summarize our personalities, named the BIG FIVE o Conscientiousness- one of the "Big Five" dimensions of personality reflecting traits like being dependable, organized, reliable, ambitious, hardworking, and persevering o Agreeableness- personally reflecting traits like being king, cooperative, sympathetic, helpful, courteous, and warm o Neuroticism- personality traits like being nervous, moody, emotional, insecure, jealous, and unstable o Openness to experience- Personality reflecting traits like being curious, imaginative, creative, complex, refined, and sophisticated o Extraversion- personality traits like being talkative, sociable, passionate, assertive, bold, and dominant

Substitutes

situational characteristics that reduce the importance of the leader while simultaneously providing a direct benefit to employee performance

Valance

the anticipated value of the outcomes associated with successful performance

Short-term vs. long-term orientation

the degree to which a culture stresses values that are past- and present-oriented (short-term orientation) or future-oriented (long-term orientation)

Uncertainly Avoidance

the degree to which a culture tolerates ambiguous situations (low uncertainty avoidance) or feels threatened by them (high uncertainty avoidance)

Masculinity-femininity

the degree to which a culture values stereotypically male traits (masculinity) or stereotypically female traits (femininity)

Situation strengths

the degree to which situations have clear behavioral expectations, incentives, or instructions that make differences between individuals less important

Trait activation

the degree to which situations provide cues that trigger the expression of a given personality trait

Task complexity

the degree to which the information and actions needed to complete a task are complicated

Leader emergence

the process of becoming a leader in the first place

According to expectancy theory, an individual's effort level depends on three factors: expectancy, instrumentality, and

valance

Contingent reward

when the leader attains followers agreement on what needs to be done using rewards in exchange for adequate performance

Laissez-faire leadership-

when the leader avoids leadership duties altogether

Intellectual stimulation

when the leader behaves in ways that challenge followers to be innovation and creative by questioning assumptions and reframing old situations in new ways

RIASEC mode

· An interest framework summarized by six different personality types including o Realistic- enjoys practical, hands-on, real-word tasks. Tends to be frank, practical, determined, and rugged o Investigative- enjoys abstract, analytical, theory-orientated tasks. Tends to be analytical, intellectual, reserved, and scholarly o Artistic- enjoys entertaining and fascinating others using imagination. Tends to be original, independent, impulsive, and creative o Social- Enjoys helping, serving, or assisting others. Tend to be helpful, inspiring, informative, and empathic o Enterprising- enjoys persuading, leading, or outperforming others. Tends to be energetic, sociable, ambitious, and risk-taking o Conventional- Enjoys organizing, counting, or regulating people or things. Tends to be careful, conservative, self-controlled, structured

Self-set goals

· The internalized goals that people use to monitor their own progress

Facilitative style

· a leadership style where the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else's (seeks consensus)

External comparison

· comparing oneself to someone in a different company

Leadership

· the use of power and influence to direct that activates of followers

Locus of control

· whether one believes the events that occur around him or her are self-driven or driven by the external environment