Ethical Leadership - Quiz Two

Chapter: 5, 8, and 9

goal

clarify what needs to be done, how, and by whom through one way communication (directive leadership)

theory x

managers must use control systems to force employees to work 

theory y

employees will act in the best interests of the organizations if managers support them

distributive justice

extent to which an organizational outcome are perceived to be fair

procedural justice

extent to which decision-making procedures used are perceived to fair

interactional justice 

extent to which employees perceive that management is transparent and treats employees with respect and kindness

theory of operant conditioning

organisms approach stimuli that are reinforcing and avoid stimuli that are punishing

House (1976)

charismatic leadership (charismatic, dominant, self-confident, desire to influence) 

Burns (1978)

transformational leadership (care about others and doing what is right) 

Bass (1985)

contemporary transformational leadership 

idealized influence (charisma) (II)

act as role model, lead by example, inspire confidence, display engaging personality

inspirational motivation (IM)

communicate vision, inspire commitment,, set challenging goals and high performance standards

intellectual stimulation (IS) 

challenging status quo, autonomy, and encouragment

individual consideration (IC)

support followers, listen to others, understand others, coaching/mentoring

social architect

leaders who use visions and goals to lead and set norms of organizational culture

motivation

is a function of a rational calculation (ability expectancy x instrumentality x reward valence = ?)

charismatic influence

idealized influence and inspirational motivation

authentic leadership

leaders characterized by genuineness, self-awareness, and morality

stress

the bodies’ reaction to a change that requires a physical, mental, or emotional adjustment or response

job demands

require sustained effort (associated with stress)

job resources (1)

achieve work goals - support from others

job resources (2) 

reduce job demands - job control/autonomy 

job resources (3)

stimulate growth and development - performance feedback

emotions

a relatively short, intense, feelings that result from an event

affective events

situations, objects, or events that trigger an emotion at work 

affective reaction

workplace emotion

affect driven behaviors

immediate actions that result directly from affective reactions 

judgement driven behaviors

actions that result from cognitive evaluative behavior

surface acting

creates higher levels of cognitive dissonance

cognitive dissonance

comes from a miss-match among emotions, attitudes, beliefs, and behaviors

deep acting

trying to experience required emotions 

intrinsic motivation

motivation is internal to the task itself —> internal drive

extrinsic motivation

motivation is external to the task at hand —> external drive