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