MGT 764 Final Exam Chapter 11, 12, 13, 15
organizational culture
a system of shared values, norms, and assumptions that guide members' attitudes and behaviors
personal appeals tactics
asking someone to do something "because we're are friends" or asking for a personal favor
vroom's decision tree approach
attempts to prescribe how much participation subordinates should be allowed in making decisions
humane-orientated leadership
being supportive, considerate, compassionate, and generous; displaying modesty and sensitivity
upward influence styles
combinations of upward influence tactics that tend to be used together
compliance
going along with what the influencer wants without being personally committed
upward influence
influencing superiors
job-centered leader behavior
involves paying close attention to the work of subordinates, explaining work procedure, and demonstrating a strong interest in performance
avoidant conflict culture
passive and agreeable
leader position power
power inherent in the leader's role itself
leader-member relations
the personal relationship that exists between subordinates and their leader
espoused values and norms
the preferred values and norms explicitly stated by the organization
shotgun style
use the most influence and emphasizes assertiveness and bargaining. mangers obtain what they want by using many different tactics, associated with the highest levels of stress and job tension
Hersey and Blanchard model
Based on the premise that appropriate leader behavior depends on the "readiness" of the leader's followers (i.e., the subordinate's degree of motivation, competence, experience, and interest in accepting responsibility)
1,9 (leadership grid)
High concern for people, low concern for production thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo
9,1 (leadership grid)
Low concern for people, high concern for production efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree
1,1 (leadership grid)
Low concern for people, low concern for production exertion of minimum effort to get required work done is appropriate to sustain organization membership
5,5 (leadership grid)
Middle of the road management adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at satisfactory level
coercive power
Power due to control over punishments
active resistance
Rejecting the influence attempt and actively trying to stop the influencer from doing what she or he is trying to do, or trying to change the influencer's attitudes
passive resistance
Rejecting the influence attempt but not getting in the way of what the influencer is trying to do
charisma
a form of interpersonal attraction that inspires support and acceptance
leadership motive pattern
a high need for power (with high impulse control) and low need for affiliation
power
a person or group's potential to influence another person's or group's behavior
influence
ability to affect the perceptions, beliefs, attitudes, motivation, and/or behaviors of others
collaborative conflict cultures
active and agreeable
dominating conflict culture
active and disagreeable
trait approach (to leadership)
attempted to identify stable and enduring character traits that differentiated effective leaders from nonleaders
tactician style
average amount of influence and emphasizes reason.
passive conflict management norms
avoid addressing conflict
position power
based on one's position in the organization influence tactics
personal power
based on the person's individual characteristics; stays with a person regardless of his or her job or organization
legitimating tactics
basing a request on one's authority or right, organizational rules or policies, or express or implied support from superiors
common political tactics
controlling information, controlling lines of communication, using outside experts, controlling the agenda, game playing, image building, building coalitions, controlling decision parameters, eliminating political rivals
Michigan leadership studies
defined job-centered and employee-centered leadership as opposite ends of a single leadership dimension
Ohio state leadership studies
defined leader consideration and initiating-structure behaviors as independent dimensions of leadership
inspirational appeals tactic
developing emotional commitment by appealing to a target's values, needs, hopes, and aspirations
team-orientated leadership
emphasizes team building and a common purpose among team members; includes being collaborative, diplomatic, and administratively competent
commitment
endorsing and becoming an actively involved participant
coalition tactics
engaging the help of others to persuade someone to do something
leadership neutralizers
factors that render ineffective a leader's attempts to engage in various leadership behaviors
self-monitoring
having a high concern with others' perceptions of us and adjusting our behaviors to fit the situation
9,9 (leadership grid)
high concern for people, high concern for production work accomplishment is from committed people; interdependence through a "common stake" in organization purpose leads to relationships of trust and respect
attribution perspective on leadership
holds that when behaviors are observed in a context associated with leadership, different people may attribute vary levels of leadership ability or power to the person displaying those behaviors
influence tactics
how people translate their power to affect the behavior of others
self-protective leadership
includes behaviors intending to ensure the safety and security of the leader and the group; includes being self-centered, status conscious, conflict inducing, and face saving
leadership substitutes
individual, task, and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance
employee-centered leader behavior
involves attempting to build effective work groups with high performance goals
consideration behavior
involves being concerned with subordinates' feelings and respecting subordinates' ideas
initiating-structure behavior
involves clearly defining the leader-subordinate roles so that subordinates know what is expected of them
leadership (as process)
involves the use of non coercive influence
transactional leadership
leadership focused on routine, regimented activities
virtual leadership
leadership via distance technologies
consult (group)
manager presents the problem to group members at a meeting, gets their suggestions, and then makes the decision
facilitate
manager presents the problem to the group at a meeting, defines the problem and its boundaries, and then facilitates group member discussion as members make the decision
exchange tactics
offering an exchange of favors
in-group
often receives special duties requiring more responsibility and autonomy; they may also receive special privileges, such as more discretion about work schedules
passive-aggressive conflict culture
passive and disagreeable
expert power
power due to control because of knowledge, skills, or expertise
referent power
power due to control because subordinates respect, admire, and identify with the leader
informational power
power due to control over information
reward power
power due to control over rewards
persuasive power
power due to the ability to use logic and facts to persuade
legitimate power
power due to the position of authority held
ingratiatior style
primarily uses a friendliness strategy but also uses the other influence strategies to some extent
impression management
process of portraying a desired image or attitude to control the impression other form of us
out-group
receive less of the supervisor's time and attention and are likely to be assigned the more mundane tasks the group must perform and not be "in the loop" when information is being shared
autonomous leadership
refers to being independent and individualist; being autonomous and unique
consultation tactics
requesting someone's advice to solve a problem
disagreeable conflict management norms
resolve conflict competitively
agreeable conflict management norms
resolve conflict in a cooperative manner
active conflict management norms
resolve conflict openly
mentor
role of helping a less experienced person learn the ropes to better prepare for career success
least-preferred coworkers (LPC)
scale presumed to measure a leader's motivation
transformational leadership
set of abilities that allows the leader to recognized the need for change, to create vision to guide that change, and to execute the change effectively
conflict culture
shared norms for managing conflict
empowerment
sharing power with employees and giving them the authority to make and implement at least some decisions
organizational politics
social influence attempts directed at those who can provide rewards that will help promote or protect the self-interests of the actor
leader-member exchange model (LMX)
stresses the importance of variable relationships between supervisors and each of their subordinates
LPC theory of leadership
suggests that a leader's effectiveness depends on the situation
path-goal theory of leadership
suggests that effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals)
charismatic/value-based leadership
the ability to inspire, to motivate, and to promote high performance; includes being visionary, self-sacrificing, trustworthy, decisive, and performance orientated
strategic leadership
the capability to understand the complexities of both the organization and its environment and to lead change in the organization so as to achieve and maintain a superior alignment between the organization and its environment
task structure
the degree to which the requirements of a subordinate's tasks are clearly specified
participative leadership
the extent to which leaders involve others in making decisions; being participative and nonautocratic
delegate
the manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution
decide
the manager makes the decision alone and then announces or "sells" to the group
consult (individually)
the manager presents the program to group members individually, obtains their suggestions, and then makes the decision
artifacts
the physical manifestation of the culture including open offices, awards, ceremonies, and formal lists of values
ethical leadership
the process of leading based on consistent principles of ethical conduct
leadership (as property)
the set of characteristics attributed to someone who is perceived to use influence successfully
assumptions
those organizational values that have become so taken for granted over time that they become the core of the company's culture
behavioral approach (to leadership)
tried to identify behaviors that differentiated effective leaders from nonleaders
charismatic leadership
type of influence based on the leader's personal charisma. characterized by three fundamental attributes: envisioning, energizing, enabling
rational persuasion tactics
use logical arguments and factual evidence
ingratiation tactics
use praise, flattery, or friendly behavior before making a request
bystander style
uses little influence with superiors
abuse of power
using any type of power to demean, exploit, or take advantage of another or influencing someone to do something the person later regrets
enacted values and norms
values and norms that employees exhibit based on their observations of what actually goes on in the organization
need for power
wanting to control and influence others, or to be responsible for others