Leadership and Change Final

Mediums that can be used to communicate

-email -phone call -face to face

two types of stressors :

-those that challenge you -those that threaten you

In comparing teams and group members, which statement is most likely true? A. Team members can readily identify who is and who is not on the team; identifying members of a group may be more difficult. B. Group members have common goals; teams may not have the same degree of consensus about goals. C. Group members often have more differentiated and specialized roles than team members. D. Task interdependence typically is greater with groups than with teams.

A. team members can readily identify who is and who is not on the team; identifying group members may be more difficult

relationship role

Any position in a group occupied by a member who performs behaviors that improve the nature and quality of interpersonal relations among members, such as showing concern for the feelings of others, reducing conflict, and enhancing feelings of satisfaction and trust in the group.

hygiene factors

Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied.

mastery

If you are this, you are doing this for yourself typically. Athletes. the desire to improve. need to be given unlimited opportunities

components of empowerment as defined by the authors

Leaders delegate leadership and decision making down to the lowest possible level and give them what they need to successfully make those decisions

Golem Effect

Loss in performance due to low leader expectations

punctuated equilibrium

Pattern of evolution in which long stable periods are interrupted by brief periods of more rapid change

hierarchy effect

People with longer tenure or in higher positions tend to have higher global and facet satisfaction ratings than those newer to or lower in the organization

contingent reward

The exchange process between leaders and followers in which leaders offer rewards to subordinates in exchange for their services

presenteeism

The notion that individuals show up to work even though they might be sick and not capable of working up to their normal standard.

Achievement-oriented leadership

a leadership style in which the leader sets challenging goals, has high expectations of employees, and displays confidence that employees will assume responsibility and put forth extraordinary effort

interrole conflict

a situation in which the expectations of an individual's different, separate groups are in opposition

ollieism

a variation of groupthink, occurs when illegal actions are taken by overly zealous and loyal subordinates who believe that what they are doing will please their leaders

credibility

ability to engender trust in others

effective communication

ability to transmit and receive information with a high probability that the intended message is passed from sender to receiver

the best listeners are ____ listeners

active `

which of the following is a non-contingent reward

annual salary

motivation

anything that provides direction, intensity, and persistence to behavior

intrasender conflict

arises when a single source sends contradictory messages

facet statisfaction

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

global satisfaction

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

which of the following would most likely result in consistently higher effort and performance

assigning goals that are specific and difficult

agression

attaining objectives by attacking or hurting others

needs that motivate no routine employees

autonomy, mastery, purpose

acquiescence

avoiding interpersonal conflict entirely either by giving up and giving in or by expressing one's needs a in an apologetic, self-effacing way

Performance

behaviors directed toward the firm's mission/ goals or the products and services resulting from those behaviors

performance is best described as

behaviors directed toward the organization's mission

which statement about empowerment and the operant approach is most likely true

by changing a particular situation, leaders can enhance followers' motivation, performance, and satisfaction

operant approach

change rewards and punishments to change behavior

which of the following is the major theme of characteristics of the operant approach

changing rewards and punishments

assertive behavior / assertiveness skills

composed of behavioral, knowledge, or judgement and evaluative components

distributive justice

concerns followers perceptions of whether the level of reward or punishment is proportionate to an individual's performance or infraction

role conflict

conflict among the roles connected to two or more statuses

functional turnover

considered healthy for an organization

interactional justice

degree to which people are given information about reward procedures and are treated with dignity and respect

readiness

evaluation of a follower's immediate promotability

which is not a prat of the systems view of communication? -reception -experience -new intentions -intention

experience

The main two parts of credibility

expertise and trust

motivators

factors that led to satisfaction at work

T/F leaders that use operant principles to motivate workers should limit themselves to administering n organizationally sanctioned rewards

false

t/f task oriented behavior is never adequate for accomplishing long term objectives

false

the second component of a performance management cycle is planning that includes tracking follower performance, sharing feedback on goal progress, providing needed resources and coaching and the like

false

employee engagement is not how hard one works or how well one likes it, bit rather how much one likes a specific kind of job t/f

false - job satisfaction

in the context of the operant approach noncontingent rewards or punishments are administered as consequences of a particular behavior

false ?

goal setting should be broad and vague t/f?

false. should be very specific

employee engagement

followers' attitudes about the organization and their work activities

developmental stages of groups:

forming, storming, norming, performing

effectiveness

getting the job done with he adequacy of behavior

the six characteristics of groups:

group size, stages of development, roles, norms, cohesion, communication

key aspect of buy in is :

having everyone believe in the goal

group perspective

how different group characteristics can affect relationships both with the leader and among the followers

job satisfaction

how much one likes a specific kind of job or work activity

dysfunctional roles

individual roles played by group members that inhibit the group's effective operation

which of the following is not a macro psychological component that underlies empowerment

influence

A systems view of communication process

intention - expression - reception - interpretation - feedback - new intentions

dysfunctional turnover

is unhealthy and occurs when an organization's best and brightest become dissatisfied and leave.

one limitation of maslow HON is that it fails to

make specific predictions on what an individual will do to satisfy a particular need

autonomy

motivates us to think creatively without needing to conform

five motivational approaches

motives or needs, achievement orientation goal setting, operant approach, empowerment

purpose

need to feel like they work for a bigger picture

self needs

need to reach his or her full potential

in the context of the nature of groups, __ are the informal rules grups adopt to regulate and regularize grouop members behaviors

norms

Abilene Paradox

occurs when someone suggests that the group engage in a particular activity or course of action but no one in the group really wants to do the activity, and this feeling is expressed only after the activity is completed

satisfied workers engage in..

organizational citizenship behaviors

needs motivation - maslow hierarchy 5 needs:

physiological, safety, oblongness, esteem, self actualization

achievement orientation

possessing the drive and passion to accomplish goals, excel in all everyday activities, and be successful. want to better the company as a whole. a key aspect of developing employees

succession planning

process most organizations use to make leadership potential and readiness decisions

Herzberg's Two-Factor Theory

proposed that work satisfaction and dissatisfaction arise from two different factors - work satisfaction from so-called motivating factors and work dissatisfaction from so-called hygiene factors

which of the following most likely occurs when leaders articulate high expectations for followers

pygmalion effect

which is not a way to improve listening ? -demonstrating nonverbally that you are listening -actively interpreting the sender's message -attending to the senders nonverbal behavior -record the conversation -avoiding defensive behavior

recording the conversation

which of the following would most likely result from too much stress -low employee turnover -inadequate communication -reduced job performance -increased level of passive listening

reduced job performance

procedural justice

relates to the process that rewards and punishments are adjusted

physiological

required needs such as food, air, building

esteem needs

respect and how you feel about yourself. can be done by gaining responsibility

safety needs

safe working conditions and job security

goal setting

setting where you want to be or how you want to be and helping people to get there

reference group

survey results are most useful when compared with results from these. These give an organization's past results or ratings from similar organizations

expertise

technical competence, organizational knowledge,and industry knowledge

group cohesion

the extent to which members of a group support and validate one another while at work

employee engagement

the extent to which people are assorted with, committed to, and enthusiastic about their assigned work tasks

leadership potential

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

groupthink

the mode of thinking that occurs when the desire for harmony in a decision-making group overrides a realistic appraisal of alternatives

stress

the process by which we perceive and respond to certain events, called stressors, that we appraise as threatening or challenging

Pygmalion effect (self-fulfilling prophecy)

the process that occurs when behavior is modified to meet preexisting expectations

task role

the role of getting the task done may be adequate for accomplishing short term objectives

social loafing

the tendency for people in a group to exert less effort when pooling their efforts toward attaining a common goal than when individually accountable

a firm with pay for performance is operant

true

an outsider will learn more about norms that an insider

true

companies that spend a considerable amount of time and effort attracting developing and retaining the best people often report superior financial status

true

t/f physiological and security needs need to be fulfilled before belongingness

true

t/f you must satisfy hygiene factors before you can even begin to satisfy motivators

true

the concept of motivation helps explain differences seen among people in terms of the energy and direction of behavior t/f

true

volunteering to help another empolyee with a tasl or project is an example of organizational citizenship behavior t/f

true

with role ambiguity, the problem is lack of clarity about what expectations are

true

group

two or more persons interact with one another in a manner that each person influences and is influenced by each other person

role ambiguity

uncertainty about what the organization expects from the employee in terms of what to do or how to do it

love and belonging needs aka social needs

wanting to feel like you belong to a group, being a part of a team