Team Dynamics

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one's own ethnic or cultural group

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39 Terms

1

one's own ethnic or cultural group

ethno

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2

one's own group should be looked upon as the center of the world

centrism

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3

degrees of ethnocentrism:

  1. distance of ____ (high ethnocentrism)

  2. distance of ___ (moderate ethnocentrism)

  3. distance of ___ (low ethnocentrism)

disparagement, avoidance, indifference

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4

____ stereotyping: holds onto negative stereotypes by operating on autopilot; autopilot reaction, rigid categories, premature closure, polarized evaluations, information distortion, and unwilling to change categories

inflexible

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5

____ stereotyping: mindfully minding your mind; mindful of categorization, open-ended categories, first best guesses, loose interpretations, information openness, and willingness to change categories

flexible

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6

____ ___: leader-member relationships are ___ because leaders cannot distribute their ___ resources and time to all subordinates ____; suggests leaders cultivate qualitatively different ___ with different types of ____

LMX theory, heterogenous, limited, equally, relations, employees

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7

process by which a leader engages in different relationships ranging from low to high quality, which influences attitudes and behaviors

LMX differentiation

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8

LMX theory argues that leaders' positive actions can stimulate a sense of ___ in subordinates leading to a lot of positive effects on employee outcomes such as job ___, job performance, organizational citizenship behavior, and possibly engagement

indebtedness, satisfaction

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9

system of orientations; shared values, beliefs, attitudes, behaviors, norms, meanings, and symbols; provides some sort of guidance to us on how to act

culture

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10

culture: a ___ meaning system; consists of ___, beliefs, values, norms, meanings, and symbols; passed on from one generation to the next and are shared to ___ ___; by interacting members of a ___

learned, traditions, varying degrees, community

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11

___'s dimensions of culture:

  • power distance: low = ___, high = ___

  • level of individualism: low = ___, high = ___

  • uncertainty: low = ___ ____ ___, high = ___ ___ ___

  • femininity vs. masculinity: low = ___ ___, high = ___ ___

  • short vs long term orientation: low = ___ ___ ___ ___, high = ___ ___ ___ ___

  • restraint vs indulgence: low = ___ ___, high = ___ ___ ___

Hofstede egalitarian, hierarchy collectivists, individualists comfortable with uncertainty, uncomfortable with uncertainty nurture important, power important traditional and short term, futuristic and long term normative repression, satisfaction is good

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12

ability to inspire and stimulate others to achieve worthwhile goals

leadership

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13

___ orientation (consideration):

  • creates environment of ___, ___, and ___

  • promotes ___

  • communicates

  • make ___ with team

people, support, warmth, friendliness, trust, connections

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14

____ orientation (initiating):

  • organizes and defines relationships through ___, ___, and ___

  • ___ emphasis

  • establishes channel of ___ to get the job done

task, tasks, procedures, expectations, production, communication

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15

what type of leadership style is this? benefits:

  • promotes skill development, freethinking, empowerment

  • revisits objectives

  • fosters confident company culture

  • viewed as mentors challenges:

  • time consuming: requires one on one time that's hard in a deadline-driven culture

coaching

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16

which leadership style is one of the most advantageous but also underused

coaching

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17

what type of leadership style is this? benefits:

  • helps organization grow, unite teams, and improve practices challenges:

  • miss details bc you're focused on the big picture

  • present day issues left unaddressed may leave a team feeling unheard

visionary

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18

what type of leadership style is this? benefits:

  • boosts employee loyalty/productivity

  • improve development

  • trustworthy

  • create future leaders challenges:

  • burn out

  • difficulty w authoritative behaviors when they need to be

servant

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19

what type of leadership style is this? benefits:

  • productivity

  • clear/direct communication

  • less ambiguity means less stress and confusion challenges:

  • stress prone (feels responsible for everything)

  • lack flexibility

  • not great listeners and are often resented by a team

autocratic

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20

what type of leadership style is this? benefits:

  • encourages accountability/creativity

  • relaxed work environment that leads to increased retention rates challenges:

  • does not work well with new employees

  • lacks structure, which creates confusion

  • employees feel unsupported

laissez-faire

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21

what type of leadership style is this? benefits:

  • employees feel empowered/valued

  • boosts retention and morale

  • requires less managerial oversight as employees are a part of the decision making process challenges:

  • can be inefficient and costly (too long organization discussions/getting feedback)

  • can add social pressure to contribute ideas to group discussion

democratic (participative)

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22

what type of leadership style is this? benefits:

  • gets employees to hit goals and objectives

  • promotes high energy and dynamic work environment

challenges:

  • leads to stressed out employees (always a goal or deadline)

  • fast pace may lead to miscommunication and lack of instruction

pacesetter

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23

what type of leadership style is this? benefits:

  • values personal connections which promotes morale and retention

  • values ethics over goals

challenges:

  • team wins can go unnoticed because of the focus on individuals

  • details can be overlooked

transformational

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24

what type of leadership style is this? benefits:

  • goals achieved through short term

  • clearly defined structure

challenges:

  • stifles creativity

  • unmotivated employees (no award)

transactional``

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25

what type of leadership style is this? benefits:

  • efficient (strict rules)

  • clearly defined roles

  • separate work and relationship

challenges:

  • no promotion of creativity (restricting some)

  • slow to change

  • does not thrive in dynamic environment

bureaucratic

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26

3 possible results of influence tactics:

  • ___: most successful, everyone influenced is enthusiastic

  • ___: apathetic, not excited but will comply

  • ___: least successful, may actively seek to work against you

commitment, compliance, resistance

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27

potential or capacity to influence

power

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28

leaders are only ___ if they use power

influential

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29

3 most effective types of influences

rational persuasion, inspirational appeal, consultation

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30

3 least effective types of influences

pressure, coalition, legitimating

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31

what are the 3 subcategories of power?

social, position, dependent

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32

6 types of power

reward, information, legitimate/position, expertise, coercion, rapport

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33

what type of power is this? you can ___ certain behaviors

reward

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34

what two types of power are under the dependence subcategory?

information, expertise

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35

what type of power is this? personal and social power

coercion

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36

what type of power is this? can i build a personal relationship with people? the most important in personal/social power

rapport

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37

ethical influence tactics:

  • leading by example and ___

  • using ___ ___, especially for business folk

  • apprising the target (___ ___)

  • making a ___ appeal

  • developing a reputation as a subject matter ___

  • exchanging favors and ___

  • ___ a request: top management has asked to do something and you tell everyone to do it

  • making an ___ appeal, being charming, and emotional displays

  • ___ with others

  • forming ___

  • being a team player

  • practicing ___ ___: getting everyone involved and on the same page

respect, rational persuasion, explaining benefits, personal, expert, bargaining, legitimating, inspirational, consultation, coalitions, hands-on

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38

unethical influence tactics:

  • deliberate ___: deception, bluffing, bullying, manipulation

  • gentle ___ of people and situations: bandwagoning; "can you do this for me? otherwise I'll have to lay someone off"

  • ___ ___ (coercion): rewards - bribes for compliance and threats of severe punishment

  • ___: insulting or lowering oneself to control others

Machiavellianism, manipulation, undue pressure, debasement

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39

neutral influence tactics:

  • ___: brownnosers, teacher's pets; can border on manipulation

  • joking and kidding: can be effective when ___

  • ___ appeal: similar to legitimating a request; justifying by saying top management said it's fine

  • ___ ___: keep friends close and enemies closer

ingratiation, straightforward, upward, co-opting antagonist

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