Exam 4
BLANK feedback reports indicate that credibility may be one of the most important components of leadership success and effectiveness
360-degree
The cost of replacing a first-line supervisor
5,000-400,000
Uses performance and potential levels to evaluate followers
9-box matrix
BLANK can be defined as the ability to engender trust in others
Credibility
Behaviors that are not rewarded may eventually eliminated through the process of
Exinction
Credibility is made up of two components:
Expertise and trust
BLANK assesses the degree to which employees are satisfied with different aspects of work such as pay, benefits, promotion policies, work hours and conditions etc.
Facet Satisfaction
Assessing the impact of the implemented solution is the BLANK step of problem solving
Final
The BLANK step in solving a problem is to state it so that everyone involved in developing a solution has an informed and common appreciation and understanding of the task
First
The Potter and Rosenbach Followership Model is based upon
Follower performance levels and the strength of the leader-follower relationship
BLANK depicts opposing forces that tend to perpetuate a present state of affairs
Force Field Analysis
Behaviors directed toward the organization's mission or goals or the products/services resulting from those behaviors concerns...
Performance
The notion of being at work while one's brain is not fully engaged
Presenteeism
Leaders in the BLANK quadrant of the credibility matrix could be new college hires or people joining the company from an entirely different industry.
Third
Clarifying and communicating your values, and building relationships with others
Trust
Leaders with high levels of credibility are seen as
Trustworthy
Constructs representing generalized behaviors or states of affairs that are considered by the individual to be important
Values
Limited Recognition and Praise, Compensation, Limited Authority, Poor Organizational Culture, Repetitive work
Why People Leave an Organization:
Promises of long-term employment, exciting work and challenge, fair pay, supportive management
Why people stay
BLANK shows that the higher employee engagement drives higher customer satisfaction
engagement-shareholder value chain
People who find it difficult to see novel uses for things they are very familiar with have a mental block called
functional fixedness
Difference between charismatic and transformational leaders
the latter base their vision on their own and their followers' values, whereas the former base their vision on their own possibly selfish needs
Which model to reduce stress is concerned with the causal role played by their inner dialog?
ABC
When someone suggests that the group engage in a particular activity or course of action, and no one in the group really wants to do the activity (including the person who made the suggestion).
Abilene paradox
Theory/Approach: Securing needed resources, clearing obstacles, and allowing people to work on activities that matter to them
Achievement Orientation
Which theory argues that leaders should select only followers who have both the right skills and a higher level of achievement orietation
Achievement Orientation Theory
Avoiding interpersonal conflict entirely by giving up or giving in or by expressing your needs in an apologetic, self-effacing way refers to
Acquiescence
Individuals exhibiting BLANK behavior are able to stand up for their own rights (or their group's rights) in a way that also recognizes the concurrent right of others to do the same
Assertive
In the context of the fundamental needs that drive employees as described by Daniel Pink, BLANK is concerned primarily with making choices: Do followers have the freedom to work on things...."
Autonomy
BLANK: - usually defines how the organization as whole defines winning - includes organizational goals
Balanced Scorecard
BLANK concerns increasing the knowledge and repertoire of behaviors you can bring to bear to successfully complete a task
Building technical competence
The degree to which someone tells others something and ensures that they understand what was said
Communication effectiveness
BLANK rewards or punishments are administered as consequences of a particular behavior
Contingent
BLANK may be one of the most important components of leadership success and effectiveness
Credibility
BLANK leaders have a strong sense of right and wrong, stand up and speak up for what they believe in, protect confidential information, encourage ethical discussions of business or work issues, and follow through with commitments
Credible
When team or organization effectiveness measures are affected by factory unrelated to follower performance BLANK occurs
Criterion Contamination
What are the Dimensions of the Curphy and Roelling Followership Model
Critical thinking and engagement
BLANK concerns followers' perceptions of whether the level of reward or punishment is commensurate with an individual's performance or infraction.
Disruptive Justice concerns
People systematically overestimate their own performance in areas where they lack competence and readily dismiss any information to the contrary
Dunning-Kruger effect
BLANK leads to: 1. individuals in the best position to turn the company around are gone, 2. Those remaining aren't capable of dealing with the additional workload 3. There is difficulty hiring new replacements
Dysfunctional Turnover
BLANK occurs when downsizing is the responce to organizational decline (increased costs or decreased revenues, market share, or profitability)
Dysfunctional Turnover
When the "best and the brightest" in an organization become dissatisfied and leave
Dysfunctional Turnover
BLANK pertains to followers' attitudes about the organization and their work activities
Employee Engagement
BLANK refers to delegating leadership and decision making to the lowest level possible and ensuring that followers have the resources, skills, and knowledge to make good decisions
Empowerment
Theory/Approach: Giving people needed training and more decision-making authority
Empowerment
When followers are retiring, did not fit into the organization, or were substandard performers
Functional Turnover
BLANK assesses the overall degree to which employees are satisfied with their organization and their job
Global Satisfaction
Theory/Approach: Setting Goals and Helping People to accomplish them
Goal Setting
Theory/Approach: Giving People More meaningful work
Herzberg's two-factor theory
People with higer positions tend to have higher global and facet satisfaction rating than those never to or lower in the organization
Hierarchy effect
Two factory theory that leads to dissatisfaction: -supervision -working conditions - co-workers -pay -policies -job security
Hygiene factors
Reading the Wall Street Jounral & having a mentor are both ways of building BLANK knowledge
Industry
BLANK reflects the degree to which people are given information about different reward procedures and are treated with dignity and respect.
International Justice
A follower's capacity to advance one or more levels within the organization.
Leadership potential
Daniel Pink: BLANK is concerned with helping followers develop those skills that will enable them to perform at higher levels
Mastery
Anything that provides direction, intensity, and persistence to behavior refers to
Motivation
An evaluation of a follower's immediate promotability
Readiness
Two factory theory that leads to satisfaction: -achievement -recognition -the work itself - responsibility - advancement and growth
Motivators
Theory/Approach: Helping ensure people's needs are satisfied
Motives or needs
Internal states of tension or arousal, or uncomfortable states of deficiency people are motivated to change
Needs
This procedure is similar to brainstorming in that it is an idea-generating activity conducted in a group setting
Nominal group technique
Theory/Approach: Administering Rewards
Operant Appraoch
Theory/Approach: Treating people fairly
Organizational Justice
BLANK are committed to high performance and building good relationships with their leaders
Partners
BLANK take the time to understand their leaders' perspectives and buy into their vision for the team
Partners
BLANK involves the process by which rewards or punishments or rewards are administered
Procedural Justice
The BLANK effect occurs when leaders articulate high expectations for followers
Pygmalion
BLANK occurs whenever leaders or followers are unclear about what they need to do and how they should do it
Role Ambiguity
BLANK occurs when leaders and followers are given incompatible goals to accomplish
Role Conflict
According to Potter and Rosenbach, which tool can be used to identify how to best motivate and lead team members
Scatter Plots
Analyzing the causes of a problem is the BLANK step of problem solving
Second
Individuals in the BLANK quadrant of the credibility matrix could include leaders who have spent little time with followers, who fail to follow through with commitments, or leaders who are new to the organization and have had little time to build relationships.
Second Quadrant
The process by which we perceive and respond to situations that challenge or threaten us
Stress
The process most organizations use to make leadership potential and readiness decisions about followers
Succession Planning
How do researchers typically collect data about a person's attitudes at work?
Surveys
Some followers in an organization are such high performed that leaders don't want to let them go. This is called
Talent hoarding
Building expertise takes
Technical Competence & Industry Knowlodge