io day 2

Leadership Emeegence

People who become leaders already possess traits and characteristics fit for leadership roles.

Affective Identity Motivation

Those who lead for the sake of leading others.

Noncalculative Motivation

Those who lead for personal gain.

Social Normative Motivation

Those who led because the situation calls for it.

Leader Performance

This idea posits that excellent leaders possess particular traits that poor performing leaders do not.

Need for Power

People lead because they desire to be in control of others.

Need for Achievement

People lead because they desire success and accomplishments.

Need for Affiliation

People lead because they desire to be around other people.

Leadership Motive Pattern

Pattern coming from the high need for power and low need for affiliation.

Person-Oriented Leaders

Leaders with high considerations and concern for their people. They are warm, caring, and supportive of their subordinates.

Task-Oriented Leaders

Initiates structure and emphasizes their role in the structure. They are highly concerned with each everyone's roles so they can attain their formal goals.

Lack of Training

It can also be a lack of experience. Leaders are not given enough time to exercise proper leadership.

Cognitive Deficiencies

Those who do not learn from their mistakes. Shows no ability to reflect on actions and decisions.

Fiedler’s Contingency Model

A theory that posits leadership effectiveness is dependent on the interaction between the leader and situation.

Least-Preferred Coworker (LPC) scale

to help leader identify their leadership style.

Informational Style

For the climate of IGNORANCE.

Magnetic Style

For the climate of DESPAIR.

Position Style

For the climate of INSTABILITY.

Affiliation Style

For the climate of ANXIETY.

Coercive Style

For the climate of CRISIS.

Tactical Style

For the climate of DISORGANIZATION

Instrumental Style

Planning, organizing, and controlling the activities of employees.

Supportive Style

Concern for employees

Participative Style

Allows employees to participate in decision-making.

Achievement-Oriented Style

Provide goals and rewards which increases based on performance.

Vroom-Yetton Model

A leadership theory that aims to aid leader in their decision-making. It considers that ability of subordinates to decide too.

Autocratic A1

the leader will make the decision by himself or herself, using the information readily available.

Autocratic (A2)

the leader will consult the group members to gain more informations, then will make the decision himself or herself. The final decision may or may not be shared with the group.

Consultative (C1)

the leader will consult individuals to seek their opinion. The leader will make the decision himself or herself.

Consultative (C2)

the leader will consult the group to seek individual opinions and suggestions. The leader will make the decision himself or herself.

Collaborative (G2)

the group will make the decisions. The leader will play a supportive role to ensure that everyone agrees on the decisions.

Transactional Leadership

Leans toward a task—oriented style. Directive goals, Monitors performance, and provide consequences for success or failure.

Contingent Reward

Rewards successful followers.

Management by exception-active

Actively monitors behaviors and punishes for failure.

Management by exception-passive

Not actively monitoring behavior and only corrects behavior when it is extreme.

Charisma

High moral and ethical standards. Lead through enthusiasm.

Intellectual Stimulation

Open thinking, encourages change, and challenges the status quo.

Individual Consideration

Takes the time to mentor or coach followers individually.

Power

The capacity to influence and control resources, even without a formal position.

Authority

The legitimate right to make decisions and direct others, derived from one’s formal position in the organization.

Legitimate Power (1)

Authority from a formal position.

Reward Power

Ability to provide valued rewards

Coercive Power

Ability to punish or sanction.

Expert Power

influence based on knowledge and expertise

Referent Power

influence based on personal characteristics and charisma.

Legitimate Power (2)

Power derived from one’s formal position or role in the organizational hierarchy. Also known as positional power or authority.

Line Authority

Direct supervisory authority over subordinates.

Staff Authority

Advisory authority to assist line mangers.

Functional Authority

Authority over specific functions across departments.

Peter Principle

Employees are promoted in their current role, not their ability to perform at the next level.

Self-Esteem

A person views himself/herself as worthy or valuable.

Chronic Self-Esteem

Overall feelings about oneself.

Situational Self-Esteem

Feelings on a particular situation

Socially Influenced Self-Esteem

Feelings based on expectations of others.

Self-Fulfilling Prophecy

An individual performs based on their experience.

Galatea Effect

One’s belief in themselves leads to better performance.

Pygmalion Effect

When people believe something is true (such as positive feedback) they will act in accordance with this belief.

Golem Effect

When negative expectations result in a decrease in performance.

Intrinsic Motivation

People who are motivated because of the tasks and the challenges that come with their role.

Extrinsic Motivation

People who are motivated by external materials such as salary, bonuses, recognition, and promotion.

Acquired Needs for Achievement

People who enjoy challenges and accomplishments.

Acquired Needs for Affiliation

People who enjoy working with people being involved with others.

Acquired Need for Power

People who are not merely after success, they look after influence.

Self-Regulation

One’s capacity to track the progress of the goals they set by themselves.

Job Expectations

Employees must be given the right expectations of job role.

Job Characteristics Theory by Hackman and Oldham (1976)

A theory suggesting that job itself can make it more or less motivating for an employee.

Skill Variety

The capacity to use different skills.

Task Identity

Efforts lead to the desired outcome.

Task Significance

Efforts are seen and recognized.

Autonomy

Employees can exercise control over themselves.

Job Feedback

Employees are given prompt and accurate feedback.

Maslow’s Hierarchy of Needs

A theory stating that people have needs set on hierarchy where the lower need must be met first before accomplishing higher needs.

Aldefer’s ERG Theory

Aldefer posits that a person can skip through levels and come back when necessary.

Existence

related to survival and physiological needs.

Relatedness

related to social connections, friendships, and belongingness.

Growth

related to achieving one’s full potential and development.

Herzberg’s Two-factor Theory

A theory that postulates that motivation in a job involves two factors—hygiene factors and motivators.

Hygiene factors

are job-related but do not concern job itself (coworkers, work environment, salaries, and bonuses).

Motivators

are those that result directly from the job (tasks, responsibilities, achievements, and job role)

Vroom’s Expectancy Theory

A theory that posits a worker’s motivation is influenced by three factors: Expectancy, Instrumentality, Valence

Expectancy

The perceived relationship between one's effort and the expected outcome.

Instrumentality

The level at which a worker’s effort, when noticed, will lead to the expected outcome.

Valence

The value the employee places on a particular on a particular outcome.

Adam’s Equity Theory

Posits that employees motivations are affected by how fairly they believe they are being treated

Input

Personal factors we provide to the job such as time, effort, and education. Even our fare and time spent commuting or driving to work.

Output

Factors we receive from the job, such as salary, bonuses, recognition, and promotion. This also includes, coworkers, environment, and schedule.

Input/Output Ratio

You get this by mentally dividing your output value by your input value. This itself is not useful but becomes vital when compared to others’ input/output ratio.

Goal setting

is a method where employees are given specific goals to increase performance.

Operant Conditioning

is a concept which shows how employees can be motivated by the use of rewards and punishment.

Individual incentives

are given to employees individually, which aims to increase the individual’s appropriate behavior.

Pay for performance (Earnings-at-risk[EAR

EMPLOYEES ARE PAID BASED ON Productivity.

Merit Pay

employees are paid based on their performance’s appraisal.

Group Incentives

are given to groups of employees, and they aim to foster teamwork over individual competition.

Profit Sharing

companies share their profits above a certain amount with their employees.

Gainsharing

incentives are given based on a group's performance.

Stock Options

companies allow their employees to buy portions of their stocks as investments.

Job Satisfaction

the degree to which employees have a positive attitudes and feelings about their work and work environment. It represents the effective response to one's job.

Global Satisfaction

overall feelings above the job as a whole.

Facet Satisfaction

feelings about specific aspects of the job.