MGMT 3610 - Quiz 4 Terms (Chp. 14 and 15)
Leadership abilities women rank higher in
1. Develop others 2. Drives for results 3. Inspires and motivates others 4. Builds relationships 5. Produce high-quality work 6. Strategic planning 7. Listening to others 8. Analyzing issues
Downward Communication
communication that flows from higher to lower levels in an organization
Consideration
the extent to which a leader is friendly, approachable, and supportive and shows concern for employees
Upward Communication
communication that flows from lower to higher levels in an organization
Servant Leadership
1. Your job is not about you - it's about them 2. Work exists for the development of the worker as much as the worker exists to perform work 3. Transcend self-interest to serve others, the organization, and society 4. Upside down triangle
The Big 5 Personality Factors
1. extroversion 2. agreeableness 3. conscientiousness 4. emotional stability 5. openness to experience
Ohio State Leadership Model
1. initiating structure (high) 2. consideration (high)
Nonverbal Communication
A communication transmitted without words. Two main types include 1. Body language (kinesics) 2. Verbal Intonation (paralanguage)
Personal Style: Intuitive - Feeling
Action Tendencies: 1. Avoids specifics 2. Is charismatic, participative, people oriented, and helpful 3. Focuses on general views, broad themes, and feelings 4. Decentralizes decision making, develops few rules and regulations.
Personal Style: Sensation - Thinking
Action Tendencies: 1. Emphasizes details, facts, certainty 2. Is a decisive, applied thinker 3. Focuses on short-term, realistic goals 4. Develops rules and regulations for judging performance
Listening
making a conscious effort to hear
Personal Style: Intuitive - Thinking
Action Tendencies: 1. Prefers dealing with theoretical problems or technical problems2. Is a creative, progressive, perceptive thinker3. Focuses on possibilites using impersonal analysis4. Is able to consider a number of options and problems simultaneously
Active Listening
assuming half the responsibility for successful communication by actively giving the speaker nonjudgmental feedback that shows you've accurately heard what he or she said
Destructive Feedback
feedback that disapproves without any intention of being helpful and almost always causes a negative or defensive reaction in the recipient
Barriers to effective communication
filtering, selective perception, information overload, emotions, language, gender, and national culture
Body Language
focuses on how people communicate through movement and posture, gestures, and expressions of the face and eyes
Halo Effect
impression based on one characteristic
Feedback to Sender
in the communication process, a return message to the sender that indicates the receiver's understanding of the message
Company Hotlines
phone numbers that anyone in the company can call anonymously to leave information for upper management
Perceptual Defense
protecting oneself against objects and ideas that are threatening
Encoding
putting a message into a written, verbal, or symbolic form that can be recognized and understood by the receiver
Decoding
the process by which the receiver translates the written, verbal, or symbolic form of a message into an understood message
Formal Communication Channel
the system of official channels that carry organizationally approved messages and information
Selective Perception
the tendency to notice and accept objects and information consistent with our values, beliefs, and expectations, while ignoring or screening out inconsistent information
Attribution Theory
the theory that we all have a basic need to understand and explain the causes of other people's behavior
Informal Communication Channel (Grapevine)
the transmission of messages from employee to employee outside of formal communication channels
Discussion Channels and Chat Rooms
the use of web- or app-based communication tools to hold company-wide, department-based, topic-based, team, or private discussions
Authoritarianism
Belief that power and status difference should exist within an organization
Position Power
the degree to which leaders are able to hire, fire, reward, and punish workers
Stereotyping
Generalizing about a group or individual
Performance Readiness
the ability and willingness to take responsibility for directing one's behavior at work
Hearing
the act or process of perceiving sounds
Organizational Citizenship
the behavior of individuals that makes a positive overall contribution to the organization
Charismatic Leadership
the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers
Hard Position Power
1. Legitimate power 2. Reward power 3. Coercive power
Hersey and Blanchards Situational Model of Leadership
1. Readiness 2. Willingness of follower: do they have the confidence, commitment, and motivation 3. Ableness of follower: do they have the KSAs and experience 4. Followers readiness is usually task specific 5. Leaders need to adjust their leadership style to match follower's readiness
Level 5 Leadership Approach
1. Refers to highest level in a hierarchy of manager capabilities 2. Lack of ego 3. Fierce will to do what is best for the organization 4. Shy but accept full responsibility for mistakes, poor results, and failures 5. Self-efficacy 6. Credit others for successes 7. Shun the spotlight 8. Opposite of egocentric leader
Two most common perception problems in organizations
1. Selective Perception 2. Closure
Factors of Emotional Intelligence
1. Self-Awareness - Aware of how you feel 2. Self-Management - Controlled behaviors 3. Social-Awareness - Able to understand other 4. Relationship Management - Able to listen and communicate clearly.
Kinesics
Movements of body and face
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
Constructive Feedback
feedback intended to be helpful, corrective, and/or encouraging
Communication Medium
the method used to deliver an oral or written message
2 Keys to Self Awareness
1. Soliciting Feedback 2. Using Self Assessment
Diagonal Communication
communication that cuts across work areas and organizational levels
Dysfunctional Stress
an overload of stress from a situation of either under or over arousal that continues for too long
Transactional Leadership
1. Based on an exchange process:l Followers are rewarded for good performance and punished for poor performance 2. Relieve heavily on discipline or threats to bring performance up to standards 3. Clarify tasks, initiate structure, provide awards, improved productivity, hard working, tolerant and fair minded, and focus on management
Communication Networks
1. Centralized Networks - works better with larger companies 2. Decentralized Networks - works better with companies that have complex work environments.
Rules to increase employee acceptance and commitment to decisions (Normative Theory)
1. Commitment probability 2. Subordinate conflict 3. Commitment requirement
Participative Leadership
1. Complex tasks 2. Workers with internal locus of control 3. Workers not satisfied with rewards
Specific Team Leadership Roles
1. Conflict manager 2. Coach 3. Liaison with external constituencies 4. Troubleshooter
4 Follower Style
1. Conformists: Active, dependent, uncritical thinking 2. Effective: Active, independent, critical thinking 3. Passive: Passive, dependent, uncritical thinking 4. Alienated: Passive, independent, and critical thinking
Blake/Mouton Leadership Grid (or Managerial Grid)
1. Country club management 2. Team management 3. Middle-of-the-road management 4. Impoverished management 5. Authority compliance
Visionary Leadership
1. Creates a positive image of the future that: Motivates organizational members. Provides direction for future planning and goal setting 2. Types: Charismatic and Transformational Leadership
Personal Soft Power
1. Expert power 2. Referent power
How do situations influence leader effectiveness?
1. Fielder's contingency theory 2. Hersey and Blanchards Situational Model of Leadership 3. Path-Goal Theory 4. Vroom-Yetton-Jago Normative Decision Model
Leaders
1. Focus on mission, goals, and objectives 2. Encourage creativity and risk taking 3. Have long-term perspective 4. Concerned with ends 5. Concerned with doing the right things 6 Appointed or emerge 7. Able to influence others for reasons beyond formal authority 8. Promote vision and change
Managers
1. Focus on productivity and efficiency 2. Preservers of status quo 3. Have short-term perspective 4. Concerned with means 5. Concerned with doing things rights 6. Appointed 7. Ability to influence is based on formal authority inherent in their position 8. Positioned power 9. Promote stability and order
Transformational Leadership
1. Generates awareness and acceptance of a group's purpose and mission 2. Get employees to see beyond their own needs and self-interest 3. Innovative, recognize follower needs, inspire followers, create a better future, and promote significant change 4. Components a. charismatic leadership or idealized influence b. inspirational motivation c. intellectual stimulation d. individualized consideration
Charismatic Leaders
1. Have vision 2. Able to articulate the vision 3. Willing to take risks to achieve the vision 4. Sensitive to both environmental constraints and follower needs. 5. Exhibit behaviors out of the ordinary.
Normative Decision Theory
1. Helps leaders determine an appropriate amount of employee participation when making decisions 2. Decisions styles: Autocratic, consultative, and group decisions 3. Right degree of employee participation improves: quality of decisions, and extent to which employees accept and are committed to decisions
How managers create stress for employees
1. Impose unreasonable demands and overwhelming workloads. 2.Don't let people have a say in how they do their work. 3.Create perpetual doubt about how well employees are performing. 4.Refuse to get involved in conflicts between employees; let them work it out. 5.Fail to give people credit for their contributions and achievements. 6.Keep people guessing about what is expected of them. 7.Bully and harass people to keep them on their toes.8.Don't allow people to form a community; tell them work isn't a social club.
Authentic Leadership
1. Individuals know and understand themselves 2. Act consistent with higher-order ethical values 3. Empower and inspire with their openness and authenticity 4. Are real , transparent, walk the talk 5. Inspire trust and commitment 6. Place high value on personal relationships 7. Support followers 8. Are courageous 9. Stand up for what they believe 10. More likely to make decision that may not always be popular but ones they believe are right.
Leadership abilities women and men ranked equally on
1. Innovates 2. Technical or professional expertise
2 Attitudes that lead to high performance
1. Job Satisfaction 2. Commitment to Organization
University of Michigan Leadership Model
1. Job-centered behavior (low) 2. Employee-centered behavior (high)
Interactive Leadership
1. Leader favors a consensual and collaborative process 2. Influence comes from relationships versus power and formal authority 3. Research has show that women's style of leader is usually different from men and is suited for today's organization 4. More about collaboration than command
4 approaches for today's turbulent times
1. Level 5 Leadership 2. Servant Leadership 3. Authentic Leadership 4. Interactive Leadership (gender differences)
Attributes and behaviors influenced by personality
1. Locus of control 2. Authoritarianism 3. Machiavellianism (Mach Orientation)
The Perception Process
1. Observe - observing information via the senses 2. Screen - screening the information and selecting what to process 3. Organize - organizing the selected data into patterns for interpretation and response
Listening Skill
1. Pay attention 2. Be involved 3. Provide feedback 4. Don't judge/interpret 5. Respond Appropriately
Leadership Traits
1. Physical Characteristics: energy, physical stamina 2. Personality: self-confidence, honesty, integrity, optimism, desire to lead, and independence 3. Work-Related Characteristics: Achievement drive, desire o excel, conscientious is pursuit of goals, persistence against obstacles 4. Intelligence & Ability: Intelligence, cognitive ability, knowledge, judgement, decisiveness 5. Social Characteristics: sociability, interpersonal skills, ability to enlist cooperation, tact, diplomacy 6. Social Background: education, mobility.
Perception
1. Process by which individuals attend to, organize, interpret, and retain information from the environment. 2. Peoples experience stimuli through their perception filters
Gender Difference in Communication
1. Purpose of Communication - M: emphasize status and independence; W: to connect & create intimacy 2. Decision-Making Styles - M: process internally; W: process out loud 3. Success in Collaborative Environments - W: typically score higher than M on abilities such as motivating other, fostering communication, and listening 4. Interpretation of Nonverbal Messages - W: believe good listening involves eye contract and demonstrating understanding through nodding; M: listening can take place with minimum eye contact and almost not nonverbal communication
Components of ethical leadership
1. Pursues purpose with passion 2. Practices solid values 3. Connects with others 4. Demonstrates self-discipline 6. Leads with the heart as well as the head
Decision rules to increase decision quality (Normative Theory)
1. Quality 2. Leader information 3. Subordinate information 4. Goal congruence 5. Problem Structure
Effective communication is limited by
1. Sender (Encoding) - skills, attitudes, knowledge, and social cultural system 2. Receiver (Decoding) - skills, attitudes, knowledge, and social cultural system
Problem solving styles and myers briggs type indicator
1. Sensation - thinking 2. Intuitive - thinking 3. Sensation - feeling 4. Intuitive - feeling
Perceptual Distortions
1. Stereotyping 2. Halo Effect 3. Perceptual Defense
Supportive Leadership
1. Structured, simple, repetitive tasks, stressful, frustrating tasks 2. Workers lack confidence 3. Clear formal authority system
Communication
1. The process of transmitting info from one person or place to another 2. Basic management process cannot be performed without effective communication
Directive Leadership
1. Unstructured taks 2. Workers with external locus of control 3. Unclear formal authority system 4. Inexperienced workers 5. Workers with low perceived ability
Personal Style: Sensation - Feeling
Action Tendencies: 1. Shows concern for current, real-life human problems 2. Is pragmatic, analytical, methodical, and conscientious 3. Emphasizes detailed facts about people rather than tasks 4. Focuses on structuring organizations for the benefit of people
Middle-of-The-Road Management (Blake/Mounton Leadership Grid)
Adequate organization performance is possible through balancing the need to get work done with maintaining morale of people at a satisfactory level.
Leadership Behaviors Approach
Approach that suggest that maybe it's not personality traits but rather their patterns of behavior or leadership styles that is important
The Yerkes-Dodson Stress Curve
As originally proposed by two Harvard researchers, Robert Yerkes and John Dodson. They found that stress up to a certain point challenges you and increases your focus, alertness, efficiency, and productivity. After that point, however, things go downhill quickly and stress compromises your job performance, your relationships, and even your health. Another interesting finding is that too much stress inhibits learning and flexibility.
Fielder's Contingency Theory
Assumptions: 1. Leaders are effective when their work groups perform well 2. Leaders are unable to change their leadership styles (you are either task or relationship oriented)
Type A Behavior
Behavior pattern characterized by competitiveness, impatience, hostility, and constant efforts to do more in less time
Type B Behavior
Behavior pattern exhibited by people who are calmer, more patient, and less hurried than Type A individuals
External Attributions
Behavior that is thought to be involuntary and outside of the control of the individual.
Internal Attributions
Behavior that is thought to be voluntary or under control of the individual
Attitude
Evaluations positive or negative that predisposes a person to act in a certain way.
Impoverished Management (Blake/Mounton Leadership Grid)
Exertion of minimum effort to get required work done is appropriate to sustain organization membership
Locus of Control
Internal or external - how we perceive the cause of our success or failure
Path-Goal Theory
Leaders can increase subordinate satisfaction and performance by: 1. Clarifying and clearing the paths to goals. 2. Increasing the number and kinds of rewards available for goal attainment
Functional Stress
Manageable levels of stress for reasonable periods of time that generate positive emotions including satisfaction, excitement, and enjoyment
Self Efficacy
Our feeling and belief in ourself that we can accomplish anything.
Noise
anything that interferes with, distorts, or slows down the transmission of information
Stress
Physiological and emotional responses to extend stimuli that put physiological or physical demands on a person
Machiavellianism (Mach Orientation)
Seen through acquisition of power and manipulation of others
Managing Yourself
The ability to engage in self-regulating thoughts about behaviors 1. Clarity of Mind 2. Clarity of Objective
Autocratic AII
The leader obtains necessary information from employees and then selects a solution to the problem. When asked to share information, employees may or may not be told what the problem is.
Consultative CI
The leader shares the problem and gets ideas and suggestions from relevant employees on an individual basis. Individuals are not brought together as a group. Then the leader makes the decision, which may or may not reflect their input
Consultative CII
The leader shares the problem with employees as a group, obtains their ideas and suggestions, and then makes them the decisions, which may or may not reflect their input
Group Decision GII
The leader shares the problem with employees as a group. Together the leader and employee generate and evaluate alternatives and try to reach and agreement on a solution. The leader acts as a facilitator and does not try to influence the group. The leader is willing to accept and implement any solution that has the support of the entire group.
Internal Locus of Control
The perception that you control your own fate. Tend to be easier to motivate but harder to manage because they tend to be more independent.
Defensive Bias
The tendency for people to perceive themselves as personally situationally similar to someone who is having difficulty or trouble.
Closure
The tendency to fill in gaps of missing information by assuming that what we don't know is consistent with what we already know
Country Club Management (Blake/Mounton Leadership Grid)
Thoughtful attention to needs of people for satisfying relationships leads to comfortable, friendly organizational atmosphere
Autocratic AI
Using information available at the time, the leader solves the problem or makes the decision
Team Management (Blake/Mounton Leadership Grid)
Work accomplished is from committed people. Interdependence through common stake in organizational purpose leads to relationships of trust and respect
Trait Theory
a leadership theory that holds that effective leaders possess a similar set of traits or characteristics
Blog
a personal website that provides personal opinions or recommendations, news summaries, and reader comments (END OF CHAPTER 15)
Verbal Information
an emphasis is given to words or phrases that convey meaning
Unethical Charismatics
charismatic leaders who control and manipulate followers, do what is best for themselves instead of their organizations, want to hear only positive feedback, share only information that is beneficial to themselves, and have moral standards that put their interests before everyone else's
Ethical Charismatics
charismatic leaders who provide developmental opportunities for followers, are open to positive and negative feedback, recognize others' contributions, share information, and have moral standards that emphasize the larger interests of the group, organization, or society
Counseling
communicating with someone about non-job-related issues that may be affecting or interfering with the person's performance
Coaching
communicating with someone for the direct purpose of improving the person's on-the-job performance or behavior
Horizontal Communication
communication that flows among managers and workers who are at the same organizational level
Authority Compliance
efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree
Survey Feedback
information that is collected by surveys from organizational members and then compiled, disseminated, and used to develop action plans for improvement
Attributions
judgements about what caused a person's behavior- either characteristics of the person or of the situation
Traits
relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behavior
Jargon
special words or expressions that are used by a particular profession or group and are difficult for others to understand.
Streamed/Videotaped Speeches and Meeting
speeches and meetings originally made to a smaller audience that are either simultaneously streamed to other locations in the company or recorded for subsequent distribution and viewing
Strategic Leadership
the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization`
Leader-member relations
the degree of confidence, trust, and respect subordinates have in their leader
initiating structure
the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks
Situational favorableness
the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members
Task Structure
the degree to which the requirements of a subordinate's tasks are clearly specified
External Locus of Control
the perception that chance or outside forces beyond your personal control determine your fate. Tend to be harder to motivate but easier to manage because they are more conforming.
Perceptual Filters
the personality-, psychology-, or experience-based differences that influence people to ignore or pay attention to particular stimuli
Paralanguage
the pitch, rate, tone, volume, and speaking pattern of one's voice
Empathetic Listening
understanding the speaker's perspective and personal frame of reference and giving feedback that conveys that understanding to the speaker
Organization Silence
when employees withhold information about organizational problems or issues
