MGT 764 Final Exam Chapter 11, 12, 13, 15

organizational culture

a system of shared values, norms, and assumptions that guide members' attitudes and behaviors

personal appeals tactics

asking someone to do something "because we're are friends" or asking for a personal favor

vroom's decision tree approach

attempts to prescribe how much participation subordinates should be allowed in making decisions

humane-orientated leadership

being supportive, considerate, compassionate, and generous; displaying modesty and sensitivity

upward influence styles

combinations of upward influence tactics that tend to be used together

compliance

going along with what the influencer wants without being personally committed

upward influence

influencing superiors

job-centered leader behavior

involves paying close attention to the work of subordinates, explaining work procedure, and demonstrating a strong interest in performance

avoidant conflict culture

passive and agreeable

leader position power

power inherent in the leader's role itself

leader-member relations

the personal relationship that exists between subordinates and their leader

espoused values and norms

the preferred values and norms explicitly stated by the organization

shotgun style

use the most influence and emphasizes assertiveness and bargaining. mangers obtain what they want by using many different tactics, associated with the highest levels of stress and job tension

Hersey and Blanchard model

Based on the premise that appropriate leader behavior depends on the "readiness" of the leader's followers (i.e., the subordinate's degree of motivation, competence, experience, and interest in accepting responsibility)

1,9 (leadership grid)

High concern for people, low concern for production thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo

9,1 (leadership grid)

Low concern for people, high concern for production efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree

1,1 (leadership grid)

Low concern for people, low concern for production exertion of minimum effort to get required work done is appropriate to sustain organization membership

5,5 (leadership grid)

Middle of the road management adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at satisfactory level

coercive power

Power due to control over punishments

active resistance

Rejecting the influence attempt and actively trying to stop the influencer from doing what she or he is trying to do, or trying to change the influencer's attitudes

passive resistance

Rejecting the influence attempt but not getting in the way of what the influencer is trying to do

charisma

a form of interpersonal attraction that inspires support and acceptance

leadership motive pattern

a high need for power (with high impulse control) and low need for affiliation

power

a person or group's potential to influence another person's or group's behavior

influence

ability to affect the perceptions, beliefs, attitudes, motivation, and/or behaviors of others

collaborative conflict cultures

active and agreeable

dominating conflict culture

active and disagreeable

trait approach (to leadership)

attempted to identify stable and enduring character traits that differentiated effective leaders from nonleaders

tactician style

average amount of influence and emphasizes reason.

passive conflict management norms

avoid addressing conflict

position power

based on one's position in the organization influence tactics

personal power

based on the person's individual characteristics; stays with a person regardless of his or her job or organization

legitimating tactics

basing a request on one's authority or right, organizational rules or policies, or express or implied support from superiors

common political tactics

controlling information, controlling lines of communication, using outside experts, controlling the agenda, game playing, image building, building coalitions, controlling decision parameters, eliminating political rivals

Michigan leadership studies

defined job-centered and employee-centered leadership as opposite ends of a single leadership dimension

Ohio state leadership studies

defined leader consideration and initiating-structure behaviors as independent dimensions of leadership

inspirational appeals tactic

developing emotional commitment by appealing to a target's values, needs, hopes, and aspirations

team-orientated leadership

emphasizes team building and a common purpose among team members; includes being collaborative, diplomatic, and administratively competent

commitment

endorsing and becoming an actively involved participant

coalition tactics

engaging the help of others to persuade someone to do something

leadership neutralizers

factors that render ineffective a leader's attempts to engage in various leadership behaviors

self-monitoring

having a high concern with others' perceptions of us and adjusting our behaviors to fit the situation

9,9 (leadership grid)

high concern for people, high concern for production work accomplishment is from committed people; interdependence through a "common stake" in organization purpose leads to relationships of trust and respect

attribution perspective on leadership

holds that when behaviors are observed in a context associated with leadership, different people may attribute vary levels of leadership ability or power to the person displaying those behaviors

influence tactics

how people translate their power to affect the behavior of others

self-protective leadership

includes behaviors intending to ensure the safety and security of the leader and the group; includes being self-centered, status conscious, conflict inducing, and face saving

leadership substitutes

individual, task, and organizational characteristics that tend to outweigh the leader's ability to affect subordinates' satisfaction and performance

employee-centered leader behavior

involves attempting to build effective work groups with high performance goals

consideration behavior

involves being concerned with subordinates' feelings and respecting subordinates' ideas

initiating-structure behavior

involves clearly defining the leader-subordinate roles so that subordinates know what is expected of them

leadership (as process)

involves the use of non coercive influence

transactional leadership

leadership focused on routine, regimented activities

virtual leadership

leadership via distance technologies

consult (group)

manager presents the problem to group members at a meeting, gets their suggestions, and then makes the decision

facilitate

manager presents the problem to the group at a meeting, defines the problem and its boundaries, and then facilitates group member discussion as members make the decision

exchange tactics

offering an exchange of favors

in-group

often receives special duties requiring more responsibility and autonomy; they may also receive special privileges, such as more discretion about work schedules

passive-aggressive conflict culture

passive and disagreeable

expert power

power due to control because of knowledge, skills, or expertise

referent power

power due to control because subordinates respect, admire, and identify with the leader

informational power

power due to control over information

reward power

power due to control over rewards

persuasive power

power due to the ability to use logic and facts to persuade

legitimate power

power due to the position of authority held

ingratiatior style

primarily uses a friendliness strategy but also uses the other influence strategies to some extent

impression management

process of portraying a desired image or attitude to control the impression other form of us

out-group

receive less of the supervisor's time and attention and are likely to be assigned the more mundane tasks the group must perform and not be "in the loop" when information is being shared

autonomous leadership

refers to being independent and individualist; being autonomous and unique

consultation tactics

requesting someone's advice to solve a problem

disagreeable conflict management norms

resolve conflict competitively

agreeable conflict management norms

resolve conflict in a cooperative manner

active conflict management norms

resolve conflict openly

mentor

role of helping a less experienced person learn the ropes to better prepare for career success

least-preferred coworkers (LPC)

scale presumed to measure a leader's motivation

transformational leadership

set of abilities that allows the leader to recognized the need for change, to create vision to guide that change, and to execute the change effectively

conflict culture

shared norms for managing conflict

empowerment

sharing power with employees and giving them the authority to make and implement at least some decisions

organizational politics

social influence attempts directed at those who can provide rewards that will help promote or protect the self-interests of the actor

leader-member exchange model (LMX)

stresses the importance of variable relationships between supervisors and each of their subordinates

LPC theory of leadership

suggests that a leader's effectiveness depends on the situation

path-goal theory of leadership

suggests that effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals)

charismatic/value-based leadership

the ability to inspire, to motivate, and to promote high performance; includes being visionary, self-sacrificing, trustworthy, decisive, and performance orientated

strategic leadership

the capability to understand the complexities of both the organization and its environment and to lead change in the organization so as to achieve and maintain a superior alignment between the organization and its environment

task structure

the degree to which the requirements of a subordinate's tasks are clearly specified

participative leadership

the extent to which leaders involve others in making decisions; being participative and nonautocratic

delegate

the manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution

decide

the manager makes the decision alone and then announces or "sells" to the group

consult (individually)

the manager presents the program to group members individually, obtains their suggestions, and then makes the decision

artifacts

the physical manifestation of the culture including open offices, awards, ceremonies, and formal lists of values

ethical leadership

the process of leading based on consistent principles of ethical conduct

leadership (as property)

the set of characteristics attributed to someone who is perceived to use influence successfully

assumptions

those organizational values that have become so taken for granted over time that they become the core of the company's culture

behavioral approach (to leadership)

tried to identify behaviors that differentiated effective leaders from nonleaders

charismatic leadership

type of influence based on the leader's personal charisma. characterized by three fundamental attributes: envisioning, energizing, enabling

rational persuasion tactics

use logical arguments and factual evidence

ingratiation tactics

use praise, flattery, or friendly behavior before making a request

bystander style

uses little influence with superiors

abuse of power

using any type of power to demean, exploit, or take advantage of another or influencing someone to do something the person later regrets

enacted values and norms

values and norms that employees exhibit based on their observations of what actually goes on in the organization

need for power

wanting to control and influence others, or to be responsible for others