PSYC 3690: Leadership in Organizational Settings - Exam 2 In-Class Review

These flashcards cover key vocabulary terms and concepts related to leadership and decision-making in organizational psychology, as noted in the lecture material.

Participative Leadership

A leadership style that allows others to have varied amounts of influence over decisions.

Autocratic Decision-Making

A decision-making procedure where the leader makes decisions unilaterally.- level 1- no influence by others

Consultation Decision-Making

A decision-making procedure where the leader seeks input from others before making a decision. level 2

Joint Decision

A decision-making procedure where the leader and followers make decisions together. level 3

Delegation

The assignment of new/different tasks or responsibilities and granting additional authority to subordinates. level 4- high influence

Threshold Effect

The minimum level of participative leadership needed to see positive effects, where effectiveness dips before this level.

Normative Decision-Making Model

A model indicating that the best decision-making procedure depends on the situation. procedure→dm acceptance and dm quality→ outcomes

empowerment perceptions

1) meaning 2)impact 3)efficacy 4)self determination

sources of power

position power- built into the position 

personal power- comes from relationships and expertise (effective leaders lean on this)

specific types of power

1) legitimate 2) reward 3)coercive 4) referent+ 5) expert+ 6) information

broad types of influence tactics

1) impression management 2) political 3) proactive influence tactics

Rational Persuasion

using logical arguments and factual evidence to show a proposal or request is feasible and relevant for task attainment (initial; commitment)

A team leader wants their group to start using a new scheduling software. Instead of just giving an order, they explain, “If we use this software, we’ll save about two hours a week because it automatically updates everyone’s availability and sends reminders. That extra time can go toward preparing our presentations.”

appraising

Explaining a request or proposal will benefit the target personally in a way that highlights personal gains or advantages. (initial; committment) 

A supervisor encourages a team member to take on a new project by saying, “If you lead this project, it’ll give you great experience for your resume and help you build connections with the department heads—you’ll really stand out for future promotions.”

Big 5 Traits

A model of personality traits linked to leader effectiveness, including extraversion, conscientiousness, openness to experience, agreeableness, and neuroticism.

Achievement Orientation

A trait reflecting a person's drive to accomplish goals and succeed.

Emotional Stability

A personality trait where an individual exhibits calmness and resilience in stress.

inspiration appeals

appealing to values and ideals or seeking to arouse emotions to gain comittment (initial; commmitment)

A cheer team captain says to her teammates, “We’ve worked so hard all season for this moment. If we give it everything we’ve got at this competition, we can show everyone what our team is capable of and make our school proud.”

consultation

encouraging target to suggest improvement in a proposal or to help plan an activity.change for which the target person’s support/assitance are desired (initial; commitment) 

A Delta Zeta member planning a philanthropy event says to her team, “I want to make this fundraiser more engaging this year. What ideas do you all have for themes or activities that would get more people to participate?”

collaboration

offering to provide relevant resources and assistance if the target will carry out a request or approve a proposed change (initial; commitment) 

A member of the Pre-Med Society tells her committee, “Planning this volunteer fair is a big task, so let’s divide it up—I can handle contacting the clinics if you can manage the flyer design and setup. Working together will make this run smoothly.”

ingratiation

using praise and flatter before or during an influence attempt (initial; compliance)

Before asking a classmate for help on a group project, a student says, “You always give such great feedback on our presentations—I really appreciate how detail-oriented you are. Would you mind reviewing our slides one more time before we present?”

personal appeals

asking the target to carry out a request or support a proporal out of friendship- asking a personal favor (initial; compliance) 

A Delta Zeta member says to her friend in the sorority, “Can you help me set up for the sisterhood event tonight? I’d really appreciate it—it would mean a lot coming from you since we’ve worked so well together before.”

exchange

offering an incentive or suggesting an exchange of favors (follow up; compliance)

A Pre-Med Society officer says to another member, “If you help me organize the volunteer sign-up sheet for this event, I’ll take care of your shifts at the info table next week.”

coalition tactics

seeking the aid of others to persuade the target to do something or using the support of others as a reason to agree (follow up; commitment)

A student trying to convince their club advisor to approve a new event says, “Several of the other officers agree that hosting this workshop would be great for member engagement—we’ve all talked about how it aligns with our goals for the semester.”

legitimating tactics

seeking to establish legitimacy of a request or to verify authortiy (throughout; compliance)

"The manager told the team, 'According to company policy, everyone must complete the safety training by Friday, so please make sure you finish it on time.'”

pressure

using demands, threats, frequent checking, to influence the target to carry out a request (follow up; compliance)

"The supervisor said to the employee, 'If you don’t finish this report today, there will be consequences.'"

relationships between agent power, influence behavior, and influence outcomes

1. Some tactics require a particular type of power, and a leader with relevant power is more likely to use it.

2. Power can moderate (enhance or diminish) the effect of influence tactics on outcomes.

3. Power influences outcomes, regardless of leader behavior.

effectiveness of combining tactics depends on…

potency of the combination and compatibility between tactics

3 skills related to leader effectiveness

1) technical 2) interpersonal 3) conceptual

situational influences

1) level of management 2) type of organization 3) stress on the leader 4) external environment

limitations of the trait approach

1. most trait studies are not grounded in theory

2. little understanding of mechanisms through which traits influence outcomes

3. lack of attention to th situation

4. most test for linear relationships, when it is actually curvilinear

5. lack of consideration for multiple traits at once

6. lack of understanding of the patters of traits needed for effective group and team work or performance