LEAD 101 Exam 3 Study Deck (Chapters 9-12)

A comprehensive vocabulary study set covering Chapters 9 through 12 of LEAD 101, including developing teamwork, motivation and coaching, creativity and innovation, communication and conflict resolution, and core application scenarios.

Team

A group whose members depend on one another to succeed.

Teamwork

Working together with commitment to shared goals.

Intergroup leadership

Leading several teams and building a shared identity.

External leader

A nonmember who helps a team, especially during disruption.

Mission

A clear purpose and goals aligned with the organization.

Climate of trust

A setting where members openly share concerns and opinions.

Cooperation theory

Working together is more effective than competing.

Group emotional intelligence

Shared norms for trust, identity, and handling emotions.

Group efficacy

The team's belief it can accomplish its task.

Pride in being outstanding

Team motivation built around doing excellent work.

Power sharing

Distributing influence and authority among team members.

Consensus leadership style

Seeking team members' input for important decisions.

Micromanagement

Excessively monitoring nearly every employee activity.

E-leadership

Leading work mediated by information technology.

Virtual team

Members collaborate from different places through technology.

Gig economy

On-demand and contract-based work arrangements.

Open-book management

Sharing financial and strategic information with employees.

Excessive collaboration

Too much collaboration that reduces productivity.

Offsite training

Shared physical challenges used to build teamwork.

Debriefing

Discussing training lessons to apply them on the job.

In-group (LMX)

Members receiving extra trust, responsibility, and information.

Out-group (LMX)

Members receiving mainly what their contract requires.

High-quality exchanges

Strong leader-member relationships that raise commitment.

Engagement

High personal investment in the tasks of one's job.

Meaningful work

Work that feels important and makes a difference.

Valence

How desirable or valuable a reward is to someone.

Instrumentality

Belief that good performance will produce a reward.

Expectancy

Belief that effort will lead to successful performance.

Self-efficacy

Confidence in one's ability to complete a specific task.

Specific goal

A goal that clearly states what must be accomplished.

Stretch goal

A difficult but attainable goal that demands extra effort.

Learning goal orientation

Focusing on building skills and improving ability.

Performing goal orientation

Focusing on appearing capable and avoiding failure.

Financial incentives

Money-based rewards tied to performance or goals.

Recognition

Acknowledging or praising good performance.

Pride

Internal satisfaction from doing excellent work.

Intrinsic motivator

Motivation from satisfaction within the work itself.

Coaching

Helping others develop strengths and make constructive changes.

Reflecting content or meaning

Rephrasing or summarizing what someone says.

Executive coaching

Formal one-on-one coaching of a management-level client.

Creativity

Producing ideas that are both new and useful.

Innovation

Putting creative ideas into practice.

Recognition (creative process)

Identifying a problem or opportunity.

Immersion (creative process)

Gathering information and thinking deeply about the problem.

Incubation

Letting gathered information settle in the back of the mind.

Insight

A sudden realization or possible solution.

Verification and application

Testing a creative idea and putting it to use.

Divergent thinking

Generating a wide range of possible solutions.

Intuition

Fast, experience-based judgment without conscious steps.

Passion for the task

Strong intrinsic motivation for an activity.

Flow

Being completely absorbed in a task for its own sake.

Traditional thinking

Using familiar, standard ways of solving problems.

Constraints

Limits that keep creative work manageable and focused.

Disciplined innovation

Guiding new ideas with simple rules and limits.

Brainstorming

Generating ideas while withholding criticism.

What-if questions

Questions that encourage imagining new possibilities.

Explorer (creative role)

Gathers ideas and information from many fields.

Artist (creative role)

Uses imagination to develop possibilities.

Judge (creative role)

Critically evaluates proposed ideas.

Lawyer (creative role)

Figures out how to put ideas into practice.

Cohesion

Unity and connection within a team.

Dissent

Expressing different or opposing viewpoints.

Loose-tight leadership

Freedom to explore followed by a firm final choice.

Innovation for its own sake

Pursuing novelty without considering practical value.

Peer network

Connections with colleagues at a similar level.

Operational network

Connections that help complete assigned work.

Personal network

Connections that support personal growth and advancement.

Strategic network

Connections supporting broader organizational goals.

Strong ties

Close, established relationships.

Weak ties

Less close or less frequent relationships.

Direct ties

Connections personally developed by the leader.

Front-loaded message

A message with the main point at the beginning.

Linguistic style

A person's characteristic speaking pattern.

Power-oriented linguistic style

Direct, confident speech that conveys authority.

Liking (persuasion)

People respond positively to those they like.

Reciprocity

People feel inclined to return a favor.

Social proof

People follow what others, especially peers, are doing.

Authority (persuasion)

People respond to credible experts and authority figures.

Consistency (persuasion)

People favor actions matching earlier commitments.

Scarcity

Limited opportunities seem more desirable.

Pre-suasion

Preparing someone to be receptive before a request.

Altercasting

Framing someone as a type of person who would agree.

Selective listening

Paying attention only to chosen information or problems.

Making the rounds

Visiting employees to hear concerns and gather information.

Competitive conflict style

High assertiveness, low cooperation: trying to win.

Accommodative conflict style

Low assertiveness, high cooperation: giving way.

Avoidant conflict style

Low assertiveness and cooperation: withdrawing.

Sharing conflict style

Compromising so each side gives up something.

Collaborative conflict style

Seeking a win-win outcome satisfying both sides.

Confrontation and problem solving

A neutral leader mediates a disagreement.

Interests (negotiation)

Underlying reasons or needs behind a demand.

Positions (negotiation)

Specific demands or stated requests.

Face saving

Allowing someone to preserve dignity during negotiation.

Scenario: The team says, 'We can do this!'

Group efficacy: confidence in the group's ability.

Scenario: A manager asks everyone for input first.

Consensus leadership: involving members in decisions.

Scenario: 'If I work hard, I can do the task.'

Expectancy: effort is believed to produce performance.

Scenario: 'If I perform well, I'll earn the bonus.'

Instrumentality: performance is believed to produce rewards.

Scenario: An idea appears suddenly in the shower.

Insight: the sudden arrival of a solution.

Scenario: 'Most classmates already signed up.'

Social proof: others' behavior influences a decision.

Scenario: Both sides give up part of a demand.

Sharing: compromise, not full collaboration.