management final exam- Megan sumners
an almost complete lack of ego (humility) coupled with a fierce resolve to do what is best for the organization (will)
level 5 leadership
a person using this approach expresses a conflict ambiguously but uses aggressive tactics like ignoring or bullying
low directness- high intensity
with this approach, a person expresses conflict in an ambiguous, low-key way, like withholding information or missing deadlines
low directness- low intensity
focuses on high-level needs and include achievement, recognition, responsibility, and opportunity for growth
motivators
what are the acquired needs theory developed by David McClellan proposes that certain types of needs are acquired during the individuals lifetime including what?
need for achievement, need for affiliation, need for power
counteracts the leadership style and prevents the leader from displaying certain behaviors
neutralizer
conflict is resolved and team harmony and unity emerge
norming
neither critical, independent thinking nor active participation
passive
the major emphasis is on problem solving and accomplishing the assigned task
performing
others sources of power:
personal effort, network of relationships, information
the teams ability to meet the personal needs of its members
personal satisfaction
"I need to earn enough money to keep a roof over my family's head"
physiological needs
heat, air, base salary
physiological needs
the administration of a pleasant consequence following a desired behavior
positive reinforcement
the potential ability to influence the behavior of others
power
behavior depends on which style fits with the prevalent situation
pragmatic survivors
explains how people select behavioral actions to meet their needs and determine whether their choices were successful
process theories
performance and the quality and quantity of tasks outputs
productive output
important norms relate to the following:
psychological safety, emotional expression, social sensitivity, equal participation
the imposition of unpleasant outcomes
punishment
comes from an individuals personal characteristics that command others identification, respect, and admiration so that they wish to emulate that individual
referent power
is defined as anything that causes a certain behavior to be repeated or inhibited
reinforcement
looks at the relationship between behavior and its consequences
reinforcement theory
advantages of virtual teams
ability to assemble the most talented group of people, diversity, eliminates travel
used when issue is more important than self, when building social credit, or when harmony is especially important
accommodating style (your way)
what is the second dimension of follower style?
active vs. passive behavior
the emphasis is on wrapping up and gearing down
adjourning
passive, yet independent, critical thinker
alienated
"what kind of health benefits does this job offer"
safety needs
safe works, fringe benefits, job security
safety needs
"If Dave continues to mentor me, I think I can become a vice president in about 5 hours"
self-actualization needs
opportunities for advancement, autonomy, growth, creativity
self-actualization needs
typically consists of 5 to 20 multi skilled workers who rotate jobs to product an entire product or service or at least one complete aspect or portion of a product or service
self-managed teams
reaching a win-win solution
separate the people from the problem, focus on underlying interests not current demands, listen and ask questions, insists that results be based on objective standards
An executive who prioritizes the organization's mission and the needs and goals of subordinates, rather than ego gratification and personal success, can be described as a ________
servant leader
transcends self-interest to serve others, the organization, and society
servant leader
what do core job dimensions include?
skill variety, task identity, task significance, autonomy, and feedback
refers to the tendency for the presence of others to enhance ones performance. simply being around others has an energizing effect
social facilitation
the impact of charismatic leaders comes from the following:
stating a lofty vision, displaying an ability to understand and empathize with followers, empowering and trusting subordinates to accomplish results
individual personalities emerge, it is marked by conflict and disagreement, expression of emotions helps to build camaraderie and a shared understanding of goals and tasks
storming
natural talents and abilities that have been supported and reinforced with learned knowledge and skills and provide each individual with his or her best tools for accomplishment and satisfaction
strengths
what are the two types of behavior that have been identified as applicable to effective leadership?
task-oriented behavior and people-oriented behavior
a unit of two or more people who interact and coordinate their work to accomplish a common goal to which they are committed and hold themselves mutually accountable
team
determinants of cohesiveness:
team interaction, shared goals, personal attraction to team, presence of competition, team success
an informal standard of conduct that is shared by team members and guides their behavior
team norm
the ability of teams to bring greater knowledge and skills to job tasks and enhance the potential of the organization to respond
the capacity to adapt and learn
clarity the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and try to be considerate and meet the social needs of subordinates
transactional leaders
what are the two major dimensions to styles of handling conflict
assertive versus unassertive and cooperative versus uncooperative
the removal of an unpleasant consequence once a behavior is improved
avoidance learning
is appropriate when an issue is trivial, when a delay to gather more information is needed, or when a disruption would be costly
avoiding style (no way)
distinguished by their special ability to bring about innovation and change
transformational leaders
interpersonal influence tactics
use rational persuasion, help people to like you, rely on the rule of reciprocity, develop allies, ask for what you wants, appeal to higher authority
a group made up of geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunications technologies
virtual team
what are the three primary reasons that teams present a dilemma for many people?
we have to give up our independence, we have to put up with free riders (team members who attain benefits but do not actively contribute), teams are sometimes dysfunctional
people-oriented behavior and is the extent to which the leader is mindful of subordinates, respects their ideas and feelings, and established mutual trust
consideration
emphasizes the needs that motivate people, translate into an internal drive that motivates specific behaviors in an attempt to fulfill the needs, to the extent that managers understand employees' needs, they can design reward systems to meet them
content theories
leadership explores how the organizational situation influences leader effectiveness
contingency approaches
the job characteristics model consist of what three major parts?
core job dimensions, critical psychological states, and employee growth-need strength
what advantages can effective teams provide?
creativity and innovation, improved quality, speed of response, higher productivity and lower costs, enhance motivation and satisifaction
what is the first dimension of quality of independence?
critical thinking vs. dependent, uncritical thinking
employees from about the same hierarchical level but different areas of expertise
cross-functional team
frustration-regression principle
failure to meet a high-order need may trigger a regression to an already fulfilled lower-order need
orientation and getting acquainted, uncertainty is high and members usually accept whatever power or authority is offered by either formal or informal leaders
forming
a manager and his or her subordinates in the formal chain of command
functional team
a cross-border team made up of members of different nationalities whose activities span multiple countries
global team
proposes that managers can increase motivation and enhance performance by setting specific, challenging goals, and then helping people track their progress toward goal achievement by providing timely feedback
goal-setting theory
with the approach, communication is also unambiguous, but the person uses a low-voltage style
high directness- low intensity
a person using this approach expresses a conflict unambiguously by using aggressive or antagonistic verbal and nonverbal communication
high directness: high intensity
subordinates vary in readiness, which is determined by the degree of __________________ and _____________ that a subordinate demonstrates while performing a specific task
willingness; ability
solving problems
women and men rated equality
building relationships
women rated higher
developing others
women rated higher
driving for results
women rated higher
inspiring and motivating others
women rated higher
refers to altering jobs to increase both the quality of employees work experience and their productivity
work redesign
consequences of cohesiveness:
higher morale, typically greater productivity
involves the presence or absence of job dissatifiers
hygiene
early research looked at leaders who had achieved a level of greatness:
- found only a weak relationship between personal traits and leader success - the appropriateness of a trait or set of traits depends on the leadership situation
makes the leadership style unnecessary or redundant
substitute for leadership
refers to disagreements among people about the goals to be achieved or the content of the tasks to be performed
task conflict
the distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and ever appearance
traits
analyzing issues
women and men rated equality
refers to individuals who know and understand themselves, who espouse and act consistent with higher-order ethical values, and who empower and inspire others with their openness and authenticity
authentic leadership
the concept of leadership evolves as the needs of organizations change and may be affected
contemporary leadership
assumes that the size of the "pie" is fixed, and each party attempts to get as much of it as possible
distributive negotiation
the power sharing, the delegation of power and authority to subordinates in an organization
empowerment
people who adopt a socioemotional role support team members' emotional needs and help strengthen the social entity:
encourage, harmonize, reduce tension, follow, compromise
"getting promoted to supervisor is such an honor. it shows that my manager trust me to do a good job"
esteem needs
recognition, approval, high status, increased responsibilities
esteem needs
being unpretentious and modest rather than arrogant and prideful
humility
the application of motivational theories to the structure of work
job design
creates broader job so that people perform a variety of activities
job enlargement
refers to incorporating high-level motivators into the work
job enrichment
moves employees systematically from one job to another to provide variety and stimulation
job rotation
states that behavior that is positively reinforced tends to be repeated, and behavior that is not reinforced tends not to be repeated
law of effect
making progress toward meaningful goals and is a key to high motivation
making progress principle
refers to the forces either within or external to a person the arouse enthusiasm and persistence to pursue a certain course of action
motivation
what does employee growth-need strength include?
relates to the idea that people have different needs for growth and development
refers to interpersonal incompatibility that creates tension and personal animosity among people
relationship conflict
stems from the authority to bestow rewards on other people
reward power
leadership focuses attention on the characteristics of followers in determining appropriate leadership behavior
situational model
what are the 3 outcomes that work team effectiveness is based on?
productive output, personal satisfaction, the capacity to adapt and learn
the withholding of a positive reward
extinction
given by another person, typically a manager, and include promotions, praise, and pay increases
extrinsic rewards
refers to an antagonistic interaction in which one party attempts to block the intentions or goals of another
conflict
participates actively but doesn't use critical thinking skills
conformist
what are the two levels in organizations, servant leaders operate on two levels?
1. for the fulfillment of their subordinates goals and needs 2. for the realization of the larger purpose or mission of their organization
manager qualities
Focus on organization, rational, maintains stability, assigns tasks, organizes, analyzes, position power.
leader qualities
Focus on people: visionary, promotes change, defines purpose, nurtures, innovates, personal power
physiological needs like food, water, and air, safety needs related to the physical and psychological environment, belongingness needs like being accepted by peers and having friends, esteem needs related to positive self-image, recognition, and appreciation, self-actualization or developing one's full potential
Maslows Hierarchy of needs theory
refers to the set of techniques by which reinforcement theory is used to modify human behavior
behavior modification
"I like my job. my work buddies and I eat lunch together every day, which makes the job more fun"
belongingness needs
work groups, clients, coworkers, supervisors
belongingness needs
challenges of virtual teams
building rapport and trust
has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice
charismatic leader
refers to authority to punish or recommend punishment
coercive power
enables both parties to win
collaborating (our way)
causes of conflict:
competition over resources, communication breakdowns, trust issues
appropriate when the goals are equally important, when opponents have equal power, or when under time pressure
compromising style (halfway)
useful when quick, decisive action is vital
dominating style ( my way)
both a critical, independent thinker and active in the organization
effective
typically possess varied traits, and no single leader can have a complete set of characteristics that is appropriate for handling any problem, challenge or opportunity that comes along
effective leaders
means that people enjoy their jobs, contribute enthusiastically, and feel a sense of belonging and commitment
employee engagement
focuses on individuals perceptions of how fairly they are treated compared with others, the most common methods for reducing a perceived inequity are changing work effort, changing outcomes, changing perceptions, and changing jobs
equity theory
what are the ways the concept of leadership evolves as the needs of organizations change and may be affected by?
ethical and economic difficulties, corporate governance concerns, globalization, changes in technology, new ways of working, shifting employee expectations, significant social transitions
what are the three level of needs ERG Theory proposes?
existence, relatedness, and growth
suggests that motivation depends on individuals expectations about their ability to perform tasks and receive desired rewards, based on the relationship among the individuals effort, the individuals performance, and the desirability of outcomes associated with high performance
expectancy theory
what does critical psychological states include?
experienced meaningfulness of the work, experienced responsibility, and knowledge of actual results
results from a persons special knowledge or skill regarding the tasks being performed
expert power
the effect that a persons actions have on the attitudes, values, beliefs, or behavior of others
influence
people who play a task specialist role spend time and energy helping the team reach its goals:
initiate ideas, give opinions, seek information, summarize, energize
the extent to which the leader is task-oriented and directs subordinate work activities toward goal attainment
initiating structure
based on a win-win assumption in that all parties want to come up with a creative solution that can benefit both sides
integrative negotiation
the leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and formal authority
interactive leadership
are the satisfactions that a person receives in the process of performing a particular actions
intrinsic rewards
the ability to influence people toward the attainment of goals; many different styles can be effective
leadership
the power coming from a formal management position in an organization and the authority granted to it
legitimate power