BCOR 370 exam 4

general adaptation syndrome(GAS)

Physiological reactions to long-term stress that can be grouped into three stages: alarm, resistance, and exhaustion

type A personality

Behavioral pattern where individuals tend to be ambitious, goal oriented, impatient, determined, highly organized, competitive, and aggressive

type B personality

Behavioral pattern where individuals tend to be more patient, relaxed, easygoing, and more sensitive to the feelings of others

empowering leadership

Emphasizes employee self-influence processes rather than hierarchical control processes; Actively encourages followers to take ownership of their own behaviors and work processes; "Leading others to lead themselves"

individual differences

Variable psychological, behavioral, cultural, and physical dimensions that uniquely distinguish each team member

physiological

basic items that we need to ensure our survival

self-actualization

need for personal growth and self-development

esteem

need to be respected and appreciated by others

transformational leaders

uplift and inspire their followers to higher levels of motivation and commitment achieved by: -Idealized influence (charisma) and inspiration -Intellectual stimulation -Individualized consideration

transactional leadership

Creates reward contingencies and exchange relationships that result in calculative compliance on the part of followers; Provides rewards or punishments for performance

transformational leadership

Creating and communicating a higher-level vision in a charismatic way that elicits an emotional response and commitment from the followers

contingency perspective

Rejects the notion that there is one best way to lead

reward systems

Theory that provides prizes, incentives for tasks and jobs well done, and special recognition

fixed ratio

where a specific amount of behaviors must be met before reward is given

emotional intelligence

(EI)- four major emotional factors drive leadership performance -Self-awareness -Self-management -Social awareness -Relationship management

emotional intelligence

(EI)-Capacity to recognize and appreciate emotional responses in one's self and others (EQ) - managers who have insight into their own emotions and the feelings of others can inspire a higher quality of work performance -Requires getting substantial feedback from others to increase self-awareness

consequences of stress

-Absenteeism -Burnout -Negative affectivity - general dimension of personality where an individual experiences negative mood states Lowers likelihood of making contributions to the organization

ERG theory of motivation

-Clayton Alderfer -System that sets out three categories of human needs, movement within the hierarchy can be up or down -Existence needs - describe our physiological and safety needs -Relatedness needs - reflect our desire for good relationships with others -Growth needs - need for personal fulfillment, self-development, and accomplishment

4 categories of leader behavior

-Directive -Participative -Supportive -Achievement oriented

barriers

-Filtering - message is screened before being passed on to the receiver May be resolved with simple language and reliance on several communication channels -Emotion - mood affects communication May be overcome with awareness of one's feelings and constraining them when communicating -Information overload - large amounts of information can lead to confusion Prioritize work to avoid simultaneous waves of information -Differing perceptions - imposing one's own reality Overcome by examining our assumptions and seeking constructive feedback

empowerment methods

-Fostering initiative And creativity -Supporting individual decision making -Giving fewer commands and orders -Creating independence and interdependence while avoiding dependence -Allowing mistakes and avoiding punishment -Listening more while talking less -Advocating and modeling self-leadership

two factor theory of motivation

-Fredrick Herzberg -Dual theory, based on job satisfaction and/or job dissatisfaction and the extent which attitudes influence outcomes. -Hygienes- e.g., working conditions , wages , job security and company policy -Motivators- opportunities for personal growth, such as recognition, achievement , and advancement

advantages of written communication

-Greater time may be devoted to message preparation -Message can be archived -Receiver has more time to interpret the message

advantages of oral communication

-Helps to build relationships -Accelerates decision making and problem solving -Provides a forum for immediate feedback

motivation

-Incentive or drive to complete a task, function, or idea -All our behaviors are motivated by an intrinsic desire to do well

disadvantages of oral communication

-Informal nature may lead to vague or reckless statements -Unless recorded, messages may be unreliable, unstable, and incomplete

leadership situation defined by:

-Leader-member relations -Task structure -Position power

overcoming communication barriers

-Listening- active effort to understand, learn, and obtain information from others -Give speaker full attention -Avoid distractions -Don't interrupt -Read nonverbal cues --In the case of global networks, learn to understand different culture and teach teams to communicate effectively in virtual organizations.

areas that managers focus on in relation to personality

-Locus of Control -Authoritarianism -Machiavellianism

authoritarianism

-Management philosophy that using the threat of punishment, power, and legitimacy is required to produce superior results -Less prevalent as organizations have adopted flatter structures

team member characteristics determine how leader is perceived by the team

-Need for affiliation -Desire for control -Preference for structure -Self-perceived level of ability

machiavellianism

-Pragmatic management philosophy that condones unethical and manipulative behavior if it produces desirable results -Machiavellian leaders have little respect for their subordinates, tend to take credit for their ideas, and rule with fear

how to decrease stress

-Self awareness -Purposeful Thinking -Relationships (Healthy)

moral courage

-Taking a position against something or someone even though you know the outcome may be unpopular -Involves taking risks -The probability of loss or undesirable consequences

task characteristics also influence the team's motivation

-Task design -Group norms -System authority

disadvantages of written communication

-Time and effort required to prepare an effective statement -Does not permit spontaneous or immediate feedback -Sender does not know whether message has been interpreted as intended

Power

Ability to influence; Leaders may be given power or earn it

communication

Act of transmitting information, thoughts, and processes through various channels

reinforcement theory

Behavioral construct where individuals may be rewarded or punished based on the consequences of their behavior

channel richness

Capacity to convey as much information as possible during the communication process

shared leadership

Collaborative process in which team members share key leadership roles; Generally involves employees engaging in effective self-leadership and responsible followership

citizenship

Commitment to the overall functions of the team and organizational culture in order to improve performance

effective communicator

Compassion Conscientiousness Forgiveness Gratitude Grit Humility Mindfulness Openness Wisdom

behavioral perspective

Connects what managers do to their ability to influence others

locus of control

Degree to which an individual or team feels in control of circumstances and outcomes

authentic leadership

Encourages positive psychological capacities, an ethical climate, greater self-awareness, an internalized moral perspective, a balanced processing of information, and self-development

positive psychology

Explores ways to help people recognize their positive traits or strengths, rather than their perceived weaknesses and failings KEY POINT- In economically rough times, it is difficult to instill the message of positive psychology

joyful living

Feelings and emotions defined by interest, passion, curiosity, contentment, enthusiasm, satisfaction and quality of life

servant leader

Focuses on the needs, objectives, and aspirations of team members to help them achieve organizational goals Ideally suited to the service industry

developing a psychological contract

Informal expectation between employee and organization that determines quality and satisfaction

directive leadership

Involves providing specific, task-focused directions, giving commands, assigning goals, close supervision, and constant follow-up; Influence based on position or legitimate power

goal setting theory

Motivation will be increased by clear, challenging, specific goals where employees are fully committed and encouraged to give feedback Goals focus attention and direct efforts to achieve a specific target Achieving goals produces a sense of accomplishment and satisfaction

attitudes

Person's or group's inclinations toward an idea or situation

leadership

Process of influence aimed at directing behavior toward the accomplishment of objectives

oral communication

Provides verbal discussions, ideas, and processes, either one-on-one or as a group (face-to-face)

stress

Psychological and emotional reactions experienced by individuals to excessive pressure or demands at work

trait perspective

System of ideas that focuses on identifying effective leaders through personal characteristics that are difficult to obtain or cannot be learned

fixed interval

a set period of time

charismatic leadership

ability to motivate employees to exceed expected performance through a leaders inspiring behavior

pseudo transformational leaders

although effective, their primary aim and goals are to seek personal power and wealth or cause harm to others

extinction

behavioral method that involves withholding praise or a positive reward

avoidance learning

benefits theory, also called negative reinforcement, which postulates that behavior is strengthened by the removal of negative statements or actions

confidence

certainty about handling something that a person desires or needs to do

extrinsic rewards

concrete rewards (e.g., bonuses, promotions)

less preferred coworker scale

defines leadership style -High scorers are relationship motivated -Low scorers are task motivated

commitment

degree to which an employee is psychologically devoted to an organization or team

agreeableness

describes the extent to which an individual relates to others by being trusting, forgiving, kind, affectionate, and cooperative

affiliation/belongingness

desire to be accepted by others and to find our place in social settings

relationship behaviors

enable team members to be satisfied with one another and their situation

empowering leadership

encourages followers to take greater responsibility for their behavior -Particularly appropriate in today's dynamic and decentralized organizations

employee oriented

focus on building interpersonal relationships

production oriented

focus on task completion

path-goal theory

focuses on leadership behaviors that motivate a team through clarification, support, and removal of barriers in pursuit of a goal

cluster chain

group of people that disseminate information within their group or cluster

task behaviors

help team members achieve goals

variable interval

implemented after a varying period of time to reward successful performance

neuroticism

individuals high in neuroticism (or low in emotional stability) tend to be tense, moody, irritable, and anxious

Referent Power

influence that is based on a manager's appealing traits or resources, such as charisma or the ability to offer an employee a promotion

Expert Power

influence that is derived from perceived knowledge, skill, or competence E.g., a manager that is skilled in computer programming has expert power with a software development team

Positional Power

influence that is granted because of a manager's type and ability to affect someone positively or negatively through resource allocation or disciplinary measures

Personal Power

influence that is obtained by being perceived as likeable and well informed

grapevine

informal line of communication where information is passed from one person to another

porter-lawyer

introduced two types of rewards into expectancy theory

fielder's contingency theory

matches the most suitable leadership style with a particular business situation

safety

need for an environment that is safe , both physically and mentally

internal locus of control

one feels in control of own fate

external locus of control

one feels that fate, rather than the actions of an individual, controls outcomes in life

extraversion

people who are generally outgoing, sociable, talkative, and able to get along well with others

Leaders

people who use critical thinking to successfully influence others to get positive organizational results through motivation and communication

great man leaders

persons born into positions of power and authority and seen by some as having divine right to power; -Males were the predominant leaders throughout history -Women are assuming more formal leadership roles throughout society

intrinsic rewards

positive feelings experienced as a result of achieving the task

selective perception

process by which individuals accept information consistent with their values and beliefs, while screening out information that is not aligned with their own needs

perception

process by which individuals select, interpret, and organize information in the world around them

self-leadership

process through which people influence themselves to achieve the self-direction and self-motivation necessary to perform -Behavior-focused strategies -Natural reward strategies -Constructive thought strategies

purposeful tasks

provide a sense of accomplishment that has lasting meaning

pleasureful tasks

provide an immediate feeling of joy and delight, with little effect on overall life satisfaction

positive reinforcement

reward given to motivate a person or group which is usually stated verbally or with 'pats on the back' and words of encouragement

gossip chain

several individuals spread information through an organization, which is sometimes false or misleading

openness

the ability to have fun and feel elation and delight. Open people have the capacity to foster diverse sharing of ideas and listen and learn from contradictory points of view

conscientiousness

when an individual exhibits thoughtfulness, organization, and responsibility in the pursuit of goals