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
