OBHR Final Exam

Neutralizers

attributes that make it impossible for leader behavior to make any difference to follower outcomes.

Substitutes

attributes, such as experience and training, that can replace the need for a leader's support or ability to create structure.

Departmentalization

basis by which jobs are grouped together so that common tasks can be coordinated -Functional -Product or service -Geography -Process and customer

organizational structure

defines how job tasks are formally divided, grouped, and coordinated

Centralization

degree to which decision making is concentrated at a single point in the organization

Formalization

degree to which jobs within the organization are standardized -High formalization: minimum discretion over what is to be done, when it is done, and how -Low formalization: freedom to act is necessary

Position power

influence derived from one's formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.

Defensive behaviors

reactive and protective behaviors to avoid action, blame, or change.

Political skill

the ability to influence others in such a way as to enhance one's objectives.

Leadership

the act of influencing a group toward the achievement of a vision or set of goals.

Power

the capacity, discretion, and means to enforce one's will over others.

Leader-member relations

the degree of confidence, trust, and respect subordinates have in their leader.

person-organization fit

the degree to which a person's personality and values match the culture of an organization.

Work specialization

the degree to which activities in the organization are subdivided into separate jobs -also known as division of labor

Task structure

the degree to which job assignments follow a specific procedure.

Consideration

the extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates' ideas, helping them reach their career goals, and regard for their feelings.

Initiating structure

the extent to which leaders define and structure their roles and those of their subordinates in pursuit of goal attainment. Also trying out new ideas, deadlines, performance standards, procedures, and feedback.

Dependence

the extent to which people depend or rely upon a powerful person.

(Un)ethical leadership

the idea that leaders serve as ethical role models to followers, and thus demonstrate appropriate (or inappropriate) behavior by using their power in (un)ethical ways and/or by treating others fairly (or unfairly).

observable artifacts

the manifestations of an organization's culture that employees can easily see or talk about

Span of control

the number of employees a manager is expected to effectively and efficiently direct

Prearrival stage

the period of learning in the socialization process that occurs before a new employee joins the organization.

Core values

the primary or dominant values that are accepted throughout the organization.

Workplace spirituality

the recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community.

Ethical culture

the shared concept of right and wrong behavior in the workplace that reflects the true values of the organization and shapes the ethical decision making of its members.

Organizational climate

the shared perceptions organizational members have about their organization's policies, procedures, and practices.

Metamorphosis stage

the stage in the socialization process in which a new employee changes and adjusts to the job, workgroup, and organization.

Encounter stage

the stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge.

Fiedler contingency model

the theory that effective groups depend on a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader.

Chain of command

the unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom -Authority: positional rights -Unity of command: one boss

Path-goal theory

a theory that states that it is the leader's job to assist followers by providing the necessary resources to achieve their goals, to ensure that the path to accomplishing these goals is understandable or clear, and to reduce any roadblocks that may be making goal accomplishment difficult.

Leader-member exchange (LMX) theory

a theory that suggests (1) leaders and followers have unique relationships that vary in quality and (2) these followers comprise in-groups and out-groups; subordinates with in-group status will likely have higher performance ratings, less turnover, and greater job satisfaction.

Behavioral theories of leadership

theories proposing that specific behaviors differentiate leaders from non-leaders.

Trait theories of leadership

theories that consider personal qualities and characteristics that differentiate leaders from non-leaders.

Influence traits

ways in which individuals translate power bases into specific actions. -legitimacy, rational persuasion, inspirational appeals, consultation, exchange, personal appeals, ingratiation, pressure, coalition

Boundary spanning

when individuals form relationships outside their formally assigned groups

Dominant culture

a culture that expresses the core values that are shared by most of the organization's members.

Positive organizational culture

a culture that values building on employee strengths, rewards more than it punishes, and encourages individual vitality and growth.

Vision statement

a formal articulation of an organization's vision or mission.

Socialization

a process that enables new employees to acquire the social knowledge and necessary skills in order to adapt to the organization's culture.

Trust

a psychological state of mutual positive expectations between people—both depend on each other and are genuinely concerned for each other's welfare.

Mentor

a senior employee who sponsors and supports a less-experienced employee, called a protégé.

Servant leader

a leadership style marked by going beyond the leader's own self-interest and instead focusing on opportunities to help followers grow and develop. Characteristic behaviors include listening, empathizing, persuading, accepting stewardship, and actively developing followers' potential.

Autocratic leader

a leadership style where the leader makes the decision alone without asking for opinions or suggestions of the employees in the work unit.

Leader-participation model

a leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations.

Organizational culture

a system of shared meaning held by members that distinguishes the organization from other organizations. This system is characterized by values, beliefs, and underlying assumptions that serve several purposes.

Downsizing

a systematic effort to make an organization leaner by selling off business units, closing locations, or reducing staff

Fragmented culture

Employees are distant and disconnected from one another.

Networked

Employees are friendly to one another, but everyone thinks differently and does his or her own thing.

Mercenary culture

Employees think alike but aren't friendly to one another.

communal culture

Friendly employees who all think alike.

basic underlying assumptions

Taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation.

espoused values

The beliefs, philosophies, and norms that a company explicitly states.

Charismatic leadership theory

a leadership theory that states that followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors. -leaders articulate an appealing vision, develop an optimistic view, establish a new set of values, create bonds, and inspire others. Most effective in times of crisis or stress.

Attribution theory of leadership

a leadership theory that states that leader- ship is merely an attribution that people make about other individuals.

Vision

a long-term strategy for attaining a goal or goals.

Full range of leadership model

a model that depicts seven leadership styles on a continuum: laissez-faire, management by exception, contingent reward leadership, individualized consideration, intellectual stimulation, inspirational motivation, and idealized influence.

Coercive power

a power base that is dependent on fear of the negative results from failing to comply.

Institutionalization

a condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality.

Situational leadership theory (SLT)

a contingency theory that focuses on followers' readiness, or the extent to which they are willing and able to accomplish a specific task.

Strong culture

a culture in which the core values are intensely held and widely shared.

Political behavior

activities that are not required as part of a person's formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization.

Zero-sum approach

an approach to reward allocation that treats the reward "pie" as fixed, so any gain one person or group achieves comes at the expense of another person or group.

laissex-faire leader

an individual who leads by being highly permissive and avoids leadership duties altogether.

Least preferred coworker (LPC) questionnaire

an instrument that measures whether a person is task or relationship oriented.

Sexual harassment

any unwanted activity of a sexual nature that affects an individual's employment and creates a hostile work environment.

Trust propensity

how likely an employee is to trust a leader.

Authentic leader

leaders who are self-aware and anchored by their mission, consider others' opinions and all relevant information before acting, and display their true selves when interacting with employees.

Transactional leader

leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements, allocating rewards and punishment where needed, and (passively or actively) intervening when the situation calls for it.

Transformational leader

leaders who inspire followers to transcend their own self-interests for the good of the organization. Cause others to perform beyond expectations and offers charisma, inspirational motivation, intellectual stimulation, and coaching.

Subcultures

mini-cultures within an organization, typically defined by department designations or geographical separation.

Virtual structure

org structure: a small core organization that outsources its major business functions. Highly centralized with little or no departmentalization. Provides maximum flexibility while concentrating on what the org. does best. Reduced control over key parts of the business

Team structure

org structure: eliminates the chain of command, has limitless spans of control, replaced departments with empowered teams, and breaks down geographical barriers

Circular structure

org structure: top management is at the center of the organization with its vision spreading outward in rings grouped by function

Sustainability

organization practices that can be sustained over a long period of time because the tools or structures that support them are not damaged by the processes.

Bureaucracy

organizational structure: highly routine operating tasks achieved through specialization, formal rules and regulations, centralized authority, narrow spans of control, and decision making follows chain of command

Simple structure

organizational structure: low degree of departmentalization, wide spans of control, authority is centralized in a single person, little formalization. Difficult to maintain in anything other than small organizations

Material symbols

physical objects, or artifacts, that symbolize values, beliefs, or assumptions inherent in the organization's culture.

Legitimate power

power based on a person's position in the formal hierarchy of an organization.

Referent power

power based on identification with a person who has desirable resources or personal traits.

Expert power

power based on influence through possessing expertise, special skills, or knowledge.

Reward power

power based on the ability to distribute rewards that others view as valuable.

Rituals

repetitive sequences of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable.