OB application check Exam 2

Comprehensive review flashcards covering Dr. Kyle E. Ingram's Organizational Behavior lectures on Emotions & Mental Health, Managing Motivation, Managing Teams & Groups, Managing Leadership, and Managing Power & Politics.

How does the historical "myth of rationality" model of workplace behavior differ from the modern model regarding the role of emotions?

The historical model assumed a linear progression where cognitions/thoughts lead to decisions/actions, which subsequently produce feelings/emotions (viewing emotions as irrational distractions to be stamped out). The modern model shows that emotions actively guide cognitions and decisions, while simultaneously remaining susceptible to external events and thoughts.

According to the facial expression research of Dr. Paul Ekman, what three physical cues characterize sadness?

1) Drooping upper eyelids, 2) losing focus in the eyes, and 3) slight pulling down of the lip corners.

How do trait affect, moods, and emotions differ in terms of their duration and intensity?

Trait affect is enduring and stable across a person's life like a personality trait; moods are broader feelings across a general timeframe that are not completely situational and moderate in intensity; emotions are transient, intense, event-tied reactions that can dissipate quickly.

How do Watson, Clark, and Tellegen (1988) define Positive Affect (PA) and Negative Affect (NA) in the PANAS framework?

Positive Affect reflects favorable states (feeling enthusiastic, active, and alert) and correlates with extraversion. Negative Affect reflects unfavorable states (distress and other unpleasurable feelings) and correlates with neuroticism. They represent independent dimensions rather than direct opposites.

According to the affective circumplex model by Watson, Clark, and Tellegen (1988), where does sadness fall?

Sadness is classified as a low positive affect (characterized by low intensity and unpleasant feeling).

What are the core components of Affective Events Theory (Weiss & Cropanzano, 1996)?

Work environment features and work events (daily hassles and daily uplifts) interact with personal predispositions (personality and mood) to trigger positive or negative emotional reactions, which subsequently drive on-the-job reactions (job satisfaction and job performance).

What progression of psychological and physiological states occurs along the Stress Performance Curve as stress increases?

Performance moves from inactive and bored ("Lame") at low stress, to healthy tension and focus at optimum stress ("Healthy" / peak performance), to fatigue, exhaustion, panic, anxiety, and anger under stress overload ("Sick"), culminating in burn-out and breakdown ("Disease").

How do the Demand-Control Model (Karasek & Theorell, 1990) and the Effort-Reward Model (Siegrist, 1996) explain workplace stress?

The Demand-Control Model posits that stress results from high job demands combined with low decision latitude (control). The Effort-Reward Model states that stress occurs when high employee inputs (effort and commitment) are not balanced by adequate rewards (money, self-esteem, recognition, and social control).

What are the three core facets of work-related well-being?

1) Psychological (satisfaction vs. dissatisfaction, enthusiasm vs. depression, meaning and purpose), 2) Physical (energy, exhaustion, stress, subjective health), and 3) Social (interpersonal relations, social support, trust, fair treatment).

What are David Guest's (2017) five sets of well-being-oriented HR practices?

1) Investing in employees (recruitment, training, mentoring), 2) Providing engaging work (autonomy, feedback, skill variety), 3) Positive social and physical environment (health and safety, zero tolerance for bullying, fair pay), 4) Voice (two-way communication, surveys, collective representation), and 5) Organisational support (supportive management, flexible work, developmental evaluations).

How does Pinder (1998) define work motivation, and what are its four fundamental behavioral components?

Work motivation is a set of energetic forces originating both within and beyond an individual's being to initiate work-related behavior and determine its form, direction, intensity, and duration. Its four core components are arousal, direction, intensity, and persistence.

What fundamental distinction separates content theories from process theories of motivation?

Content theories identify the specific internal needs or factors that motivate people (such as Maslow, Herzberg, and McClelland), whereas process theories analyze the cognitive processes and perceptual mechanisms through which behavior is initiated, directed, and sustained (such as Equity, Expectancy, and Goal Setting theories).

In Herzberg's Two-Factor Theory (1959), what distinguishes motivators from hygiene factors?

Motivators (achievement, recognition, the work itself, responsibility, advancement, personal growth) lead to job satisfaction, whereas hygiene factors (status, security, work relationships, salary, work conditions, company policies, supervision) merely prevent dissatisfaction when adequate.

According to Self-Determination Theory (Deci & Ryan, 1985; Gagné & Deci, 2005), what are the five motivation types along the controlled-to-autonomous continuum?

From controlled ("I have to do it") to autonomous ("I want to do it"): External regulation (social or material), Introjected regulation, Identified regulation, Integrated regulation, and Intrinsic motivation.

According to J. Stacy Adams's (1963) Equity Theory, what six actions can an individual take to resolve perceived inequity?

1) Alter your outcomes, 2) adjust your inputs, 3) alter the other person's outcomes, 4) alter the other person's inputs, 5) compare with someone else, 6) rationalize the inequity, or 7) leave the situation.

According to Goal Setting Theory (Locke & Latham, 1990), what four conditions must goals meet to optimize performance?

Goals must be clear, specific, measurable, and challenging.

What is the core formula of Expectancy Theory (Porter & Lawler, 1968; Vroom, 1964), and what question does each component address?

$\text{Motivational Force (MF)} = \text{Valence (V)} \times \text{Instrumentality (I)} \times \text{Expectancy (E)}$. Expectancy asks "If I try harder, will my performance improve?", Instrumentality asks "Will I get something if I perform well?", and Valence asks "Do I value whatever I get for performing well?"

In the laboratory study on virtual partners during abdominal planks, how did performance differ between encouraging and silent partners?

Participants paired with encouraging partners held planks for $22\%$ longer than baseline, whereas participants paired with silent partners held planks for $33\%$ longer.

According to Belbin (2000), how do teams differ from groups in size, selection, leadership, and style?

Teams have limited size, crucial selection, shared or rotating leadership, and a style based on role spread and coordination; groups have medium or large size, immaterial selection, solo leadership, and a style based on convergence and conformism.

What psychological and interdependence criteria differentiate a team from a group?

A team consists of individuals psychologically contracted together with assumed interdependency and shared accountability for outcomes; a group does not involve a psychological contract and assumes no interdependency.

What are the five stages of group development in Tuckman and Jensen's (1977) model, and what primary activity defines each stage?

1) Forming (Orientation: getting to know one another), 2) Storming (Conflict: disagreement about roles and procedures), 3) Norming (Structure: establishment of rules and social relationships), 4) Performing (Work: focus on completing the task), and 5) Adjourning (Dissolution: completion of task and end of the group).

What are the four stages of project development identified by McGrath (1990)?

1) Inception, 2) Problem solving, 3) Conflict resolution, and 4) Execution.

What three primary criteria define team success according to Richard Hackman?

1) The task (producing an output meeting organizational standards), 2) Social relations (maintaining group viability and capability to work together again), and 3) The individual (providing personal learning, social support, and organizational rewards).

What are the three distinct types of team conflict defined by de Wit, Greer, and Jehn (2012)?

1) Relationship conflict (interpersonal disagreements, personality clashes, norm/value differences), 2) Task conflict (disagreements regarding task content, goals, and ideas), and 3) Process conflict (logistical disagreements over delegation of tasks and responsibilities).

What negative phenomena can impair group effectiveness according to organizational behavior research?

Groupthink (Janis, 1972), social loafing (Bowditch & Buono, 2005), de-individuation (Buchanan & Huczynski, 2004), resistance to outsiders/"them and us" attitudes (Thompson & McHugh, 2002), inter-group conflict, and bullying/restriction of diversity.

How has leadership theory evolved chronologically from the late 19th century to the present day?

It progressed from the Heroic / Great Man theory (1880), to Trait theories (1920s), to Behavioral-based theories (1950s–1960s), and finally to Pure Situational and contingency approaches (present day).

What six interrelated components define leadership in the modern relational model?

Leadership is an influence relationship between a leader and followers who intend real changes and outcomes reflecting their shared purpose, anchored in personal responsibility and integrity.

In Judge et al.'s (2002) meta-analysis of the Big Five personality traits, which traits correlated most strongly with leadership?

Extraversion ($r = .31$), Conscientiousness ($r = .28$), Openness to Experience ($r = .24$), Neuroticism ($r = -.24$), and Agreeableness ($r = .08$), with $90\%$ generalizability found for Extraversion, Conscientiousness, Openness, and Neuroticism.

Which behavioral leadership pairs were identified by the University of Iowa, Ohio State University, and the University of Michigan?

University of Iowa identified Autocratic vs. Democratic; Ohio State University identified Consideration vs. Initiating Structure; University of Michigan identified Employee-Centered vs. Job-Centered.

Under Hersey and Blanchard's Situational Leadership Theory, which leadership behavior corresponds to each level of follower readiness?

1) Directing for unable and unwilling followers, 2) Coaching for unable but willing followers, 3) Supporting for able but unwilling followers, and 4) Delegating for able and willing followers.

In Fiedler's Contingency Model, in what situational conditions are task-oriented (low LPC) leaders versus relationship-oriented (high LPC) leaders most effective?

Task-oriented (low LPC) leaders are most effective in highly favorable situations (structured task, strong power, good relations) and highly unfavorable situations; relationship-oriented (high LPC) leaders are most effective in moderately favorable situations.

What four mutual qualities characterize a high-quality Leader-Member Exchange (LMX) relationship (Graen & Uhl-Bien, 1995; Liden & Maslyn, 1998)?

Mutual trust, respect, loyalty, and liking.

What is relational ambivalence in workplace leadership, and what psychological state does it induce?

Relational ambivalence means holding both favorable and unfavorable attitudes simultaneously ("mixed feelings") toward a leader or colleague. It creates an uncomfortable aversive state, increases self-doubt and anxiety, weakens motivation, triggers decisions based on emotion, and heightens a desire for consistency.

What are the five bases of social power defined by French and Raven (1959)?

1) Expert power (possession of valued knowledge/expertise), 2) Reward power (ability to provide valued resources), 3) Coercive power (ability to punish), 4) Referent power (ability to inspire identification and admiration), and 5) Positional power (formal authority to give orders).

According to Magee and Galinsky (2008), how are power and status differentiated in organizational hierarchies?

Power is defined as "what I possess that others need" (resource control via reward and coercive power), whereas status is defined as "what others admire in me" (respect and prestige via referent and expert power).

What are the four components of political skill identified by Ferris et al. (2007), and what organizational outcomes do they produce?

Astute observation of others, interpersonal flexibility, networking/conflict management ability, and an authentic/sincere appearance. These skills produce lower employee anxiety and stress, improved job performance, and more positive reactions from subordinates.

What psychological tendencies are observed in individuals who possess power (Galinsky et al., 2003; Keltner et al., 2003)?

Powerful individuals are more action-oriented (e.g., drawing more cards in blackjack, bidding higher, removing physical obstacles like an annoying fan), think abstractly, and disregard physical/social constraints, but they are less likely to notice operational details, attend to others' emotions, or adopt outside perspectives.

In the Elaboration Likelihood Model of persuasion, under what conditions do individuals process messages via the central route versus the peripheral route?

The central route (careful cognitive evaluation of argument quality) occurs when both motivation and knowledge/ability are high; the peripheral route (reliance on superficial cues like communicator attractiveness, repetition, or emotions) occurs when motivation or knowledge is low.

What political tactics do individuals use to increase network dependence and build trust according to Wegner et al. (1981) and Walster et al. (1966)?

They introduce "factoids" (assertions presented as facts without supporting evidence) to undermine rivals, and they downplay self-interest by appearing to make personal sacrifices or act against their own interests to fabricate trustworthiness.

What are the seven principles for asserting leader influence in organizations?

1) Use rational persuasion, 2) make people like you, 3) rely on the rule of reciprocity, 4) develop allies, 5) ask for what you want, 6) remember the principle of scarcity, and 7) extend formal authority with expertise and credibility.