Leadership Chapter 9
achievement orientation
Atkinson has proposed that an individual's tendency to exert effort toward task accomplishment depends partly on the strength of his or her motivation to achieve success.
goal settings
From the leader's perspective, this involves setting clear performance targets and then helping followers create systematic plans to achieve them.
professional energy
People should identify which aspects of work or projects they find energizing and then look for jobs or opportunities that have more of these activities.
differentation
a critical aspect of evaluating performance, and doing this well should systematically improve the quality of followers over time. Second, who should get rewarded for superior performance and who should be sent home
organizational citizenship behaviors
behaviors not directly related to one's job but helpful to others at work.
performance
concerns behaviors directed toward the organization's mission or goals or the products an services resulting from those behaviors
empowerment
giving employees the authority to correct a problem without first checking with management
engagement
has replaced job satisfaction as the most important attitude in the workplace
punishment
is the administration of an aversive stimulus or the withdrawal of something desirable, each of which decreases the likelihood that a particular behavior will be repeated.
evaluating
makes up the third component in the cycle, and this entails providing some type of summary feedback on job performance to followers.
electronic performance monitoring
monitoring work processes with electronic devices; can be very cost effective and has the potential for providing detailed and accurate work logs
job satisfaction
not how hard one works or how well one works, but rather how much one likes a specific kind of job or work activity
criterion contamination
occurs when effectiveness measures are affected by factors unrelated to follower performance.
Pygmalion effect
occurs when leaders articulate high expectations for followers; in many cases these expectations alone will lead to higher performing followers and teams.
needs
refer to internal states of tension or arousal, or uncomfortable states of deficiency that people are motivated to change
noncontigent
rewards and are not associated with particular behaviors
contigent
rewards or punishments are administered as consequences of a particular behavior.
Meaning
the notion of doing something that matters, having an impact, or being a part of something bigger than oneself
confirmation bias
the tendency for people to believe only information that confirms their beliefs
effectiveness
which generally involves making judgments about the adequacy of behavior with respect to certain criteria such as work group or organizational goals.
team or balanced scorecard
Most teams and organizations have a set of goals or key performance indicators that they use to define winning, and progress against these goals is usually published in the form of a
extinction
behaviors that are not rewarded may eventually be eliminated
talent hoarding
can be a problem for many organizations. Some followers are such high performers that leaders are loath to let them go or let others know about their exceptional performance.
pay dispersion
differences in pay levels between individuals within or across jobs or organization levels
performance apprasials
document a follower's overall performance over a defined time period, usually one year, but they can be done more frequently
performance management cycle
establish expectations, assess performance, provide feedback and development
Golem Effect
is also true—leaders who have little faith in their followers' ability to accomplish a goal are rarely disappointed. Thus a leader's expectations for a follower or team have a good chance of becoming a self-fulfilling prophecy
reward
is any consequence that increases the likelihood that a particular behavior will be repeated.
motivation
is anything that provides direction, intensity and persistence to behavior
autonomy
is concerned primarily with making choices: Do followers have the freedom to work on things they find interesting, or are they given the latitude to get things done in ways that make sense to them? Other examples of autonomy in the workplace include flexible work hours, allowing employees to work at home or bring their pets to work, or letting sales representatives pick the customers they will pursue in an assigned geographic territory.
Mastery
is concerned with helping followers develop those skills that will enable them perform at higher levels
monitoring
monitoring, which includes tracking follower performance, sharing feedback on goal progress, providing needed resources and coaching, and the like.
meritocracies
most organizations consider themselves to be ______________________ where those who get the best results are given the best rewards.
Dunning-Kruger Effect
people systematically overestimate their own performance in areas where they lack competence and readily dismiss any information to the contrary. Moreover, those who lack competence have an unusually high degree of confidence that their estimates are correct.
operant approach
utilizes the following components to change the direction, intensity, or persistence of behavior. -Reward -Punishment -Contingent (rewards and punishments) -Noncontingent (rewards and punishments) -Extinction
planning
which involves developing a thorough understanding of the team's or organization's goals, the role followers need to play in goal accomplishment, the context in which followers operate, and the behaviors they need to exhibit for the team to be successful.
