Leadership, Motivation, and Organizational Behavior

Comprehensive vocabulary flashcards covering leadership theories, trust, attribution, motivation theories, justice dimensions, reinforcement schedules, and performance management.

Leadership

The process of understanding and agreeing about what needs to be done and how to do it, facilitating individual and collective efforts to accomplish shared objectives, and inspiring a vision.

Managerial Leadership

Adapting leadership behavior to situational demands.

Management

Controlling the operations and managing complexity.

Trust

The willingness to be vulnerable, reflecting a person's degree of confidence in the words and actions of another person.

Calculus-Based Trust

A form of trust based on records of what another person does for you and what you do for them.

Knowledge-Based Trust

A form of trust grounded in how predictable the other person is.

Identification-Based Trust

A form of trust characterized by the leader and follower sharing the same goals and objectives.

Attribution

A person's attempt to assign a cause to a behavior or an event.

Internal Attribution

The inference that an event or behavior is due to a person's own character traits or abilities.

External Attribution

The belief that a person's behavior is due to situational factors outside their control.

Consensus Information

Information regarding how other people would behave in the same situation.

Distinctiveness Information

Information regarding the extent to which an individual behaves the same way in different situations.

Consistency Information

Information regarding whether an individual displays similar behavior in similar situations over time.

Leader-Member Exchange (LMX)

A leadership theory focusing on the quality of the working relationship developed between a leader and each follower, resulting in differentiated treatment based on abilities and contributions.

In-Group (LMX)

Followers who receive more information, influence, confidence, and concern from the leader.

Out-Group (LMX)

Followers who are less compatible with the leader and receive less involvement.

Performance Formula

$$\text{Performance} = \text{Ability} \times \text{Motivation}$$

Direction

The motivational dimension describing what a person chooses to do.

Intensity

The motivational dimension describing how hard a person works.

Persistence

The motivational dimension describing how long a person works and sustains effort.

Extrinsic Motivation

Motivation that involves tangible payoffs a person receives from others for performing a particular task.

Intrinsic Motivation

The internal satisfaction a person receives from performing the particular task itself.

Maslow's Hierarchy of Needs

A needs-based motivational theory organizing human needs into five hierarchical tiers: physiological needs, safety and security, love and belonging, self-esteem, and self-actualization.

McClelland's Acquired Needs Theory

A needs-based theory stating that three needs—achievement, affiliation, and power—are the major motives determining people's behavior in the workplace.

Herzberg's Two-Factor Theory

A theory proposing that work satisfaction arises from motivating factors (job content) and work dissatisfaction arises from hygiene factors (job context).

Motivating Factors

Herzberg's factors associated with job satisfaction and job content/rewards, including advancement, recognition, responsibility, and achievement.

Hygiene Factors

Herzberg's factors associated with job dissatisfaction and job context, including company policy, administration, salary, physical working conditions, and job security.

Process Perspectives

Motivational approaches concerned with the thought processes by which people decide how to act and choose behaviors to meet their needs.

Equity Theory

A process perspective focusing on employee perceptions of how fairly they think they are being treated compared to others based on inputs, outputs, and comparisons.

Distributive Justice

A dimension of organizational justice assessing whether one's outcome is justified given their performance.

Procedural Justice

A dimension of organizational justice evaluating whether employees were able to express their views and feelings during the decision-making process.

Informational Justice

A dimension of organizational justice assessing whether employees know and understand the rules and procedures.

Interpersonal Justice

A dimension of organizational justice assessing whether employees are treated with dignity and respect.

Expectancy

The belief that a particular level of effort will lead to a particular level of performance.

Instrumentality

The expectation that successful performance of a task will lead to the desired outcome.

Valence

The value or importance that a worker assigns to an outcome.

SMART Goals

A goal-setting framework requiring goals to be Specific, Measurable, Attainable, Relevant, and Time-Frame bound.

Regulatory Focus Theory

An alternative approach to understanding how individuals strive to meet their goals by distinguishing between promotion-focused and prevention-focused orientations.

Promotion-Focused Individuals

Individuals oriented toward growth and development who pursue goals that stretch their abilities, encouraging innovation, growth, and risk taking.

Prevention-Focused Individuals

Individuals oriented toward obligations and job responsibilities who focus on tasks within their abilities and job descriptions.

Job Design

The division of an organization's work among its employees and the application of motivational theories to jobs to increase satisfaction and performance.

Law of Effect

The principle that behaviors followed by satisfying outcomes are more likely to be repeated, while behaviors followed by discomfort or unpleasant consequences are less likely to recur.

Positive Reinforcement

The use of positive consequences to encourage and increase desirable behavior.

Negative Reinforcement

The process of strengthening a behavior by withdrawing something negative.

Extinction

The weakening of behavior by ignoring it or ensuring it is not reinforced (punishment by removal).

Punishment

The process of weakening behavior by presenting something negative or withdrawing something positive.

Schedules of Partial Reinforcement

Reinforcement schedules categorized by whether reinforcement is delivered based on time (Interval) or number of responses (Ratio), on a fixed or variable (random) basis.

Fixed-Interval Schedule

A schedule where reinforcement occurs after a certain, set amount of time has passed.

Fixed-Ratio Schedule

A schedule where reinforcement occurs after a certain, set number of responses has occurred.

Variable-Interval Schedule

A schedule where reinforcement occurs after an average, unpredictable amount of time has passed.

Variable-Ratio Schedule

A schedule where reinforcement occurs after an average, unpredictable number of responses has occurred.

Social Learning Theory

A theory describing the ways people learn by watching other people through a modeling process consisting of attention, retention, reproduction, and motivation.

360-Degree Feedback

A performance evaluation process gathering feedback from multiple sources: supervisor, peers, direct reports, customers, and oneself.