MAN3025 Exam 3
the LPC measure
Fiedler measured leadership style by means of a controversial questionnaire called
employee-centered leader behavior
Managers using _____ are interested in developing a cohesive work group and ensuring that employees are satisfied with their jobs
organizational behavior modification (OB Mod).
Managers wanting to explicitly use reinforcement theory to motivate their employees generally do so with a technique called
concern for production
Represented by the horizontal axis
Concern for people
Represented by the vertical axis
Vroom's decision tree approach.
The third major contemporary approach to leadership is
job-centered leader behavior
Where managers pay close attention to subordinates' work, explain work procedures, and are keenly interested in performance.
need for affiliation
a desire for human companionship and acceptance
Charisma
a form of interpersonal attraction that inspires support and acceptance
Coercion
a fourth political behavior, is the use of force to get one's way
task group
a group created by the organization to accomplish a relatively narrow range of purposes within a stated or implied time horizon
informal leader
a person who engages in leadership activities but whose right to do so has not been formally recognized
functional group
a relatively permanent group created by the organization to accomplish a number of organizational purposes with an unspecified time horizon
content perspectives
address the question "What factors in the workplace motivate people?"
Extranets
allow outsiders limited access to a firm's intranet
variable-interval schedule
also uses time as the basis for reinforcement, but the time interval varies from one reinforcement to the next
valence
an index of how much an individual values a particular outcome
task oriented leadership
analogous to job-centered and initiating-structure behaviors
leaders
are (1) people who can influence the behaviors of others without having to rely on force, or (2) people whom others accept as leaders
Intranets
are accessible only to employees via entry through electronic firewalls.
Transaction-processing systems (TPSs)
are applications of information processing for basic day-to-day business transactions
Gainsharing programs
are designed to share the cost savings from productivity improvements with employees
Decision support systems (DSSs)
are interactive systems that locate and present information needed to support the decision-making process
reinforcement theory
argues that behavior that results in rewarding consequences is likely to be repeated, whereas behavior that results in punishing consequences is less likely to be repeated
Semantics problems
arise when words have different meanings for different people
Role ambiguity
arises when the sent role is unclear
path-goal theory of leadership
associated most closely with Martin Evans and Robert House—is a direct extension of the expectancy theory of motivation
Achievement-oriented leader
behavior means setting challenging goals, expecting subordinates to perform at high levels, encouraging subordinates, and showing confidence in subordinates' abilities
Extinction
can also be used to weaken behavior, especially behavior that has previously been rewarded
Artificial intelligence (AI)
can be defined as the construction of computer systems, both hardware and software, to imitate human behavior—in other words, systems that perform physical tasks, use thought processes, and learn
The LMX model of leadership
conceived by George Graen and Fred Dansereau, stresses the importance of variable relationships between supervisors and each of their subordinates.
Upward communication
consists of messages from subordinates to superiors
Information technology (IT)
consists of the resources used by an organization to manage information that it needs to carry out its mission
Equity theory
contends that people are motivated to seek social equity in the rewards they receive for performance
informal or interest group
created by its own members for purposes that may or may not be relevant to organizational goals
Political behavior
describes activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one's preferred outcomes
LPC theory
developed by Fred Fiedler, was the first truly situational theory of leadership
process perspectives
focus on why people choose certain behaviors to satisfy their needs and how they feel after they have experienced the results of those behaviors, rather than attempting to identify what motivates people
Socialization
generalized norm conformity that occurs as a person makes the transition from being an outsider to being an insider
Merit pay
generally refers to pay awarded to employees on the basis of the relative value of their contributions to the organization
Flexible work schedules (flextime)
gives employees more personal control over the times they work
fixed-ratio schedule
gives reinforcement after a fixed number of behaviors, regardless of the time that elapses between behaviors
Participative leader behavior
includes consulting with subordinates, soliciting suggestions, and allowing participation in decision making
horizontal communication
involves colleagues and peers at the same level of the organization
Impression management
is a direct and intentional effort by someone to enhance his or her image in the eyes of others
executive support system (ESS)
is a quick-reference, easy-access application of information systems specially designed for instant access by upper-level managers
The grapevine
is an informal communication network that can permeate an entire organization
Supportive leader behavior
is being friendly and approachable, showing concern for subordinate welfare, and treating members as equals
Leadership
is both a process and a property. As a process—focusing on what leaders actually do—leadership is the use of noncoercive influence to shape the group's or organization's goals, motivate behavior toward the achievement of those goals, and help define group or organizational culture. As a property, leadership is the set of characteristics attributed to individuals who are perceived to be leaders
Vertical communication
is communication that flows up and down the organization, usually along formal reporting lines—that is, it is the communication that takes place between managers and their superiors and subordinates
Expert power
is derived from information or expertise
stock option plan
is established to give senior managers the option to buy company stock in the future at a predetermined fixed price
written communication
is not as common as one might imagine, nor is it a mode of communication much respected by managers
Legitimate power
is power granted through the organizational hierarchy
referent power
is relatively abstract and is based on identification, imitation, loyalty, or charisma.
Task structure
is the degree to which the group's task is well defined
communication network
is the pattern through which the members of a group or team communicate
Coercive power
is the power to force compliance by means of psychological, emotional, or physical threat
Reward power
is the power to give or withhold rewards
Effective communication
is the process of sending a message in such a way that the message received is as close in meaning as possible to the message intended
The goal of a situational theory
is to identify key situational factors and to specify how they interact to determine appropriate leader behavior.
consideration behavior
leaders using _____ show concern for subordinates and attempt to establish a warm, friendly, and supportive climate
transformational leadership
leadership that goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking
Directive leader behavior
lets subordinates know what is expected of them, gives guidance and direction, and schedules work
charismatic leadership
like trait theories, assumes that charisma is an individual characteristic of the leader
Intrarole conflict
may occur when the person gets conflicting demands from different sources within the context of the same role
inducement
occurs when a manager offers to give something to someone else in return for that individual's support
Intrasender conflict
occurs when a single source sends clear but contradictory messages.
role overload
occurs when expectations for the role exceed the individual's capabilities
Downward communication
occurs when information flows down the hierarchy from superiors to subordinates.
Role conflict
occurs when the messages and cues composing the sent role are clear but contradictory or mutually exclusive
Positive reinforcement
one method of strengthening behavior, is a reward or a positive outcome after a desired behavior is performed.
fixed-interval schedule
provides reinforcement at fixed intervals of time, regardless of behavior.
Leader-member relations
refer to the nature of the relationship between the leader and the work group
persuasion
relies on both emotion and logic; based on grounds that are objective and logical as well as subjective and personal
Person-role conflict
results from a discrepancy between the role requirements and the individual's personal values, attitudes, and needs
individual incentive plans
reward individual performance on a real-time basis.
relationship oriented leadership
similar to employee-centered and consideration behaviors
management by wandering around
some managers keep in touch with what is going on by wandering around and talking with people—immediate subordinates, subordinates far down the organizational hierarchy, delivery people, customers, or anyone else who is involved with the company in some way
Norms
standards of behavior that the group or team accepts for and expects of its members
Expectancy theory
suggests that motivation depends on two things—how much we want something and how likely we think we are to get it
Management information systems (MISs)
support an organization's managers by providing daily reports, schedules, plans, and budgets
Oral communication
takes place in conversations, group discussions, phone calls, and other situations in which the spoken word is used to express meaning
virtual teams
teams comprised of people from remote work sites who work together online—are also becoming more and more common.
strategic leadership
the capability to understand the complexities of both the organization and its environment and to lead change in the organization to achieve and maintain a superior alignment between the organization and its environment
need for achievement
the desire to accomplish a goal or task more effectively than in the past
need for power
the desire to be influential in a group and to control one's environment
Goal difficulty
the extent to which a goal is challenging and requires effort
Cohesiveness
the extent to which members are loyal and committed to the group
effort-to-performance expectancy
the individual's perception of the probability that effort will lead to high performance
performance-to-outcome expectancy
the individual's perception that performance will lead to a specific outcome
initiating-structure behavior
the leader clearly defines the leader-subordinate role so that everyone knows what is expected, establishes formal lines of communication, and determines how tasks will be performed
variable-ratio schedule
the most powerful schedule in terms of maintaining desired behaviors, varies the number of behaviors needed for each reinforcement
Empowerment
the process of enabling workers to set their own work goals, make decisions, and solve problems within their sphere of responsibility and authority.
Participation
the process of giving employees a voice in making decisions about their own work
Motivation
the set of forces that cause people to behave in certain ways
images, settings, and body language
three kinds of nonverbal communication practiced by managers
job sharing
two part-time employees share one full-time job
Punishment
used by some managers to weaken undesired behaviors
personality clash
when two people distrust each other's motives, dislike each other, or for some other reason simply cannot get along