MGT simple terms exam 2

5 Core Practices of Exemplary Leaders

Challenge the process, inspire a shared vision, enable others to act, model the way, encourage the heart.

Supervisory Leadership

Behavior providing guidance, support, and corrective feedback for day-to-day work activities.

Strategic Leadership

Behavior giving purpose and meaning to organizations by envisioning appealing futures and anticipating demand.

Power

The ability to influence other people.

5 Sources of Organizational Power

Legitimate, Reward, Coercive, Referent, Expert.

Legitimate Power

Power derived from a leader's formal position or title.

Reward Power

Power derived from controlling valued rewards and incentives.

Coercive Power

Power derived from the authority to punish or assign undesirable tasks.

Referent Power

Power derived from personal characteristics that inspire respect and admiration.

Expert Power

Power derived from specialized knowledge or technical expertise.

Trait Approach

Leadership perspective focusing on individual characteristics shared by effective leaders.

Behavioral Approach

Leadership perspective attempting to identify specific actions and behaviors of effective leaders.

Task Performance Behaviors

Leader actions taken to ensure that the work group or organization reaches its goals.

Group Maintenance Behaviors

Leader actions taken to ensure member satisfaction and harmonious work relationships.

Leader-Member Exchange (LMX) Theory

Concept highlighting that leader behaviors differ toward different individuals on a personal level.

Autocratic Leadership

Decision-making style where the leader makes decisions alone and announces them.

Democratic Leadership

Decision-making style where the leader solicits input from subordinates before deciding.

Laissez-Faire Leadership

Leadership philosophy marked by a complete absence of managerial decision-making.

Situational Approach

Perspective proposing that effective leadership behavior varies depending on the situation.

Fiedler's Contingency Model

Theory stating that leader effectiveness depends on leadership style and situational favorability.

Path-Goal Theory

Theory focusing on how leaders influence subordinates' perceptions of work goals and paths to achievement.

Substitutes for Leadership

Workplace factors that replace or reduce the need for a leader's direct guidance.

Charismatic Leader

A dominant, self-confident leader whose strong convictions inspire and excite followers.

Transformational Leader

A leader who motivates followers to transcend self-interest for the good of the group.

Transactional Leader

A manager who uses legitimate, reward, and coercive powers to exchange rewards for performance.

Level 5 Leadership

A combination of intense professional will and personal humility.

Authentic Leadership

Leadership based on honesty, integrity, genuineness, and strong ethical character.

Servant-Leader

A leader who focuses on serving the needs of others to build a stronger organization.

Shared Leadership

Rotating leadership roles among team members based on who has the relevant skills.

Lateral Leadership

Peer-to-peer collaboration across the same organizational level to solve joint problems.

Motivation

Forces that energize, direct, and sustain a person's efforts toward goals.

Goal-Setting Theory

Motivation theory stating that conscious goals energize and direct thoughts and behaviors.

SMART Goals

Goals that are Specific, Measurable, Achievable, Results-based, and Time-specific.

Stretch Goals

Exceptionally demanding targets designed to push performance boundaries.

4 Characteristics of Motivational Goals

Meaningful, acceptable, challenging, specific.

Personal Statement of Purpose Components

An inspiring distant vision, a mid-distant goal, and near-term objectives.

Law of Effect

Thorndike's law stating that behavior followed by positive consequences is likely to be repeated.

Positive Reinforcement

Applying a desirable consequence to increase the likelihood of a behavior repeating.

Negative Reinforcement

Withholding or removing an undesirable consequence when a desired behavior occurs.

Punishment

Administering an unpleasant consequence to eliminate an unwanted behavior.

Extinction

Withdrawing or withholding reinforcement so an unwanted behavior stops.

Expectancy Theory

Theory stating motivation depends on expectations of effort leading to performance and rewards.

Expectancy

The belief that effort will lead to successful task performance.

Instrumentality

The belief that performance will be followed by a particular reward.

Valence

The value an individual places on an outcome or reward.

Maslow's Hierarchy of Needs

5 levels: Physiological, Safety, Social, Esteem, and Self-Actualization.

ERG Theory

Alderfer's needs theory holding that Existence, Relatedness, and Growth needs operate simultaneously.

Need for Achievement (nAch)

A strong orientation toward accomplishment, goal attainment, and personal success.

Need for Affiliation (nAff)

A strong desire to be liked, accepted, and maintain harmonious relationships.

Need for Power (nPow)

A strong desire to influence, control, or have responsibility over others.

Extrinsic Rewards

Rewards given by an external source,

Team-Based Structure

Organizational design used by companies like L.L. Bean, Lululemon, and W.L. Gore.

Group

A collection of people who interact to undertake a task but do not necessarily perform as a unit or achieve significant performance improvements.

Team

A small number of people with complementary skills committed to a common purpose, performance goals, and mutual accountability.

Complementary Skills

The variety of specialized skills team members possess to achieve common goals.

Project and Development Teams

Teams that work on long-term projects over an extended period.

Parallel Team

A team operating separately from the regular work structure of the firm on a temporary basis to solve specific problems.

Work Teams

Teams that make or do things, such as manufacturing products or providing services on an ongoing basis.

Management Teams

Teams that coordinate and give direction to the subunits under their jurisdiction.

Transnational Teams

Work groups composed of multinational members whose activities span multiple countries.

Virtual Teams

Physically dispersed teams that communicate primarily through electronic media rather than face-to-face.

Quality Circles

Voluntary groups drawn from production teams that make recommendations regarding quality improvements.

Self-Managed Teams

Autonomous work groups where employees are trained to do all jobs and make decisions previously made by supervisors.

4 Stages of Group Development

Forming, Storming, Norming, Performing.

Forming Stage

First development stage where members lay ground rules for acceptable behavior and get oriented.

Storming Stage

Second development stage where hostility, conflict, and jockeying for power and status arise.

Norming Stage

Third development stage where members agree on shared goals and team norms develop.

Performing Stage

Final development stage where the group channels its energy into performing tasks effectively.

Supervisory Leadership (Team Context)

Traditional direct management where the leader directs individuals and manages one-on-one.

Participative Leadership (Team Context)

Leadership style where the manager seeks input from team members and coordinates efforts.

Team Leadership

Leadership style focused on building trust, inspiring teamwork, facilitating decisions, and expanding team capabilities.

Social Loafing

Working less hard and being less productive when working in a group than when working alone.

Social Facilitation Effect

Working harder when in the presence of a group than when working alone.

Task Specialist

A team member who possesses advanced job skills and drives goal execution.

Team Maintenance Specialist

A team member focused on developing morale, harmony, and positive group relationships.

Team Cohesiveness

The degree to which a team is attractive to its members, members are motivated to remain, and members influence one another.

Gatekeeper

A team member who stays abreast of external developments and provides relevant information to the team.

Informing Team Strategy

Making decisions within the team and then telling outsiders of its intentions.

Probing Team Strategy

Actively interacting with outsiders to investigate market needs and test ideas before finalizing decisions.

Workflow Relationship

A relationship where groups receive materials from one group, process them, and pass them on to the next group.

Audit Relationship

A relationship that develops when people not directly in the chain of command evaluate the methods and performance of other teams.

Advisory Relationship

A relationship involved when teams call on sources of expert knowledge to help resolve an issue.

Liaison Relationship

A relationship where intermediaries maintain communication across team or organizational boundaries.

5 Conflict Management Styles

Avoidance, Accommodation, Compromise, Competing, Collaboration.

Avoidance Conflict Style

Ignoring the problem or doing nothing; unassertive and uncooperative.

Accommodation Conflict Style

Cooperating with the other party without asserting one's own interests; unassertive and cooperative.

Compromise Conflict Style

Seeking a middle-ground solution with moderate attention to both parties' concerns.

Competing Conflict Style

Forcing one's own solution; highly assertive and uncooperative.

Collaboration Conflict Style

Emphasizing both high assertiveness and high cooperation to reach a win-win solution.

Managerial Control

Any process that directs the activities of individuals toward the achievement of organizational goals.

Bureaucratic Control

Control system using rules, standards, and regulations to guide performance.

Market Control

Control system relying on pricing mechanisms and economic information to regulate activities.

Clan Control

Control system based on shared values, norms, trust, and organizational culture.

4 Steps of Bureaucratic Control

1. Establish standards 2. Measure performance 3. Compare to standards 4. Take corrective action.

Performance Data Sources

Written reports, oral reports, and personal observation.

Performance Standard

An expected level of performance against which actual performance can be evaluated.

Principle of Exception

Managerial principle stating that control is enhanced by concentrating on significant deviations from performance standards.

Feedforward Control

Control process used before operations begin to prevent problems before they occur.

Concurrent Control

Control process taking place while plans are being carried out and operations are ongoing.

Feedback Control

Control process focusing on using information about past results to correct future performance.