Exam 4

BLANK feedback reports indicate that credibility may be one of the most important components of leadership success and effectiveness

360-degree

The cost of replacing a first-line supervisor

5,000-400,000

Uses performance and potential levels to evaluate followers

9-box matrix

BLANK can be defined as the ability to engender trust in others

Credibility

Behaviors that are not rewarded may eventually eliminated through the process of

Exinction

Credibility is made up of two components:

Expertise and trust

BLANK assesses the degree to which employees are satisfied with different aspects of work such as pay, benefits, promotion policies, work hours and conditions etc.

Facet Satisfaction

Assessing the impact of the implemented solution is the BLANK step of problem solving

Final

The BLANK step in solving a problem is to state it so that everyone involved in developing a solution has an informed and common appreciation and understanding of the task

First

The Potter and Rosenbach Followership Model is based upon

Follower performance levels and the strength of the leader-follower relationship

BLANK depicts opposing forces that tend to perpetuate a present state of affairs

Force Field Analysis

Behaviors directed toward the organization's mission or goals or the products/services resulting from those behaviors concerns...

Performance

The notion of being at work while one's brain is not fully engaged

Presenteeism

Leaders in the BLANK quadrant of the credibility matrix could be new college hires or people joining the company from an entirely different industry.

Third

Clarifying and communicating your values, and building relationships with others

Trust

Leaders with high levels of credibility are seen as

Trustworthy

Constructs representing generalized behaviors or states of affairs that are considered by the individual to be important

Values

Limited Recognition and Praise, Compensation, Limited Authority, Poor Organizational Culture, Repetitive work

Why People Leave an Organization:

Promises of long-term employment, exciting work and challenge, fair pay, supportive management

Why people stay

BLANK shows that the higher employee engagement drives higher customer satisfaction

engagement-shareholder value chain

People who find it difficult to see novel uses for things they are very familiar with have a mental block called

functional fixedness

Difference between charismatic and transformational leaders

the latter base their vision on their own and their followers' values, whereas the former base their vision on their own possibly selfish needs

Which model to reduce stress is concerned with the causal role played by their inner dialog?

ABC

When someone suggests that the group engage in a particular activity or course of action, and no one in the group really wants to do the activity (including the person who made the suggestion).

Abilene paradox

Theory/Approach: Securing needed resources, clearing obstacles, and allowing people to work on activities that matter to them

Achievement Orientation

Which theory argues that leaders should select only followers who have both the right skills and a higher level of achievement orietation

Achievement Orientation Theory

Avoiding interpersonal conflict entirely by giving up or giving in or by expressing your needs in an apologetic, self-effacing way refers to

Acquiescence

Individuals exhibiting BLANK behavior are able to stand up for their own rights (or their group's rights) in a way that also recognizes the concurrent right of others to do the same

Assertive

In the context of the fundamental needs that drive employees as described by Daniel Pink, BLANK is concerned primarily with making choices: Do followers have the freedom to work on things...."

Autonomy

BLANK: - usually defines how the organization as whole defines winning - includes organizational goals

Balanced Scorecard

BLANK concerns increasing the knowledge and repertoire of behaviors you can bring to bear to successfully complete a task

Building technical competence

The degree to which someone tells others something and ensures that they understand what was said

Communication effectiveness

BLANK rewards or punishments are administered as consequences of a particular behavior

Contingent

BLANK may be one of the most important components of leadership success and effectiveness

Credibility

BLANK leaders have a strong sense of right and wrong, stand up and speak up for what they believe in, protect confidential information, encourage ethical discussions of business or work issues, and follow through with commitments

Credible

When team or organization effectiveness measures are affected by factory unrelated to follower performance BLANK occurs

Criterion Contamination

What are the Dimensions of the Curphy and Roelling Followership Model

Critical thinking and engagement

BLANK concerns followers' perceptions of whether the level of reward or punishment is commensurate with an individual's performance or infraction.

Disruptive Justice concerns

People systematically overestimate their own performance in areas where they lack competence and readily dismiss any information to the contrary

Dunning-Kruger effect

BLANK leads to: 1. individuals in the best position to turn the company around are gone, 2. Those remaining aren't capable of dealing with the additional workload 3. There is difficulty hiring new replacements

Dysfunctional Turnover

BLANK occurs when downsizing is the responce to organizational decline (increased costs or decreased revenues, market share, or profitability)

Dysfunctional Turnover

When the "best and the brightest" in an organization become dissatisfied and leave

Dysfunctional Turnover

BLANK pertains to followers' attitudes about the organization and their work activities

Employee Engagement

BLANK refers to delegating leadership and decision making to the lowest level possible and ensuring that followers have the resources, skills, and knowledge to make good decisions

Empowerment

Theory/Approach: Giving people needed training and more decision-making authority

Empowerment

When followers are retiring, did not fit into the organization, or were substandard performers

Functional Turnover

BLANK assesses the overall degree to which employees are satisfied with their organization and their job

Global Satisfaction

Theory/Approach: Setting Goals and Helping People to accomplish them

Goal Setting

Theory/Approach: Giving People More meaningful work

Herzberg's two-factor theory

People with higer positions tend to have higher global and facet satisfaction rating than those never to or lower in the organization

Hierarchy effect

Two factory theory that leads to dissatisfaction: -supervision -working conditions - co-workers -pay -policies -job security

Hygiene factors

Reading the Wall Street Jounral & having a mentor are both ways of building BLANK knowledge

Industry

BLANK reflects the degree to which people are given information about different reward procedures and are treated with dignity and respect.

International Justice

A follower's capacity to advance one or more levels within the organization.

Leadership potential

Daniel Pink: BLANK is concerned with helping followers develop those skills that will enable them to perform at higher levels

Mastery

Anything that provides direction, intensity, and persistence to behavior refers to

Motivation

An evaluation of a follower's immediate promotability

Readiness

Two factory theory that leads to satisfaction: -achievement -recognition -the work itself - responsibility - advancement and growth

Motivators

Theory/Approach: Helping ensure people's needs are satisfied

Motives or needs

Internal states of tension or arousal, or uncomfortable states of deficiency people are motivated to change

Needs

This procedure is similar to brainstorming in that it is an idea-generating activity conducted in a group setting

Nominal group technique

Theory/Approach: Administering Rewards

Operant Appraoch

Theory/Approach: Treating people fairly

Organizational Justice

BLANK are committed to high performance and building good relationships with their leaders

Partners

BLANK take the time to understand their leaders' perspectives and buy into their vision for the team

Partners

BLANK involves the process by which rewards or punishments or rewards are administered

Procedural Justice

The BLANK effect occurs when leaders articulate high expectations for followers

Pygmalion

BLANK occurs whenever leaders or followers are unclear about what they need to do and how they should do it

Role Ambiguity

BLANK occurs when leaders and followers are given incompatible goals to accomplish

Role Conflict

According to Potter and Rosenbach, which tool can be used to identify how to best motivate and lead team members

Scatter Plots

Analyzing the causes of a problem is the BLANK step of problem solving

Second

Individuals in the BLANK quadrant of the credibility matrix could include leaders who have spent little time with followers, who fail to follow through with commitments, or leaders who are new to the organization and have had little time to build relationships.

Second Quadrant

The process by which we perceive and respond to situations that challenge or threaten us

Stress

The process most organizations use to make leadership potential and readiness decisions about followers

Succession Planning

How do researchers typically collect data about a person's attitudes at work?

Surveys

Some followers in an organization are such high performed that leaders don't want to let them go. This is called

Talent hoarding

Building expertise takes

Technical Competence & Industry Knowlodge