Leadership and Organizational Management Exam 2

Personality

The stable psychological traits and behavioral attributes that give a person his or her identity.

Self-Efficacy

Belief in one’s ability to do a task

Generalized self-efficacy

Represents individuals’ perceptions of their ability to perform across a variety of different situations.

Self-esteem

The extent to which people like or dislike themselves.

When people have high self esteem they…

More likely to handle failure better and take more risk.

When people have a low self esteem they…

Tend to focus more on one’s weakness, and are more dependent.

Emotional Intelligence

Ability to monitor your and others feelings and to use this information to guide your thinking and actions.

People with a high emotional intelligence…

Tend to have better social relations, job satisfaction, and emotional control.

Traits of emotional intelligence.

Self awareness, self management, social awareness, and relationship management.

Organizational Behavior

Tries to help managers explain and predict work behavior so they can lead and motivate more effectively.

Informal organizational behavior

Goals, policies, hierarchy, and structure

Informal organizational behavior

Values, attitudes, personalities, perceptions, conflicts, culture

Stereotyping

Tendency to attribute an individual the characteristics one believes are typical of the group to which that individual belongs.

Implicit bias

Attitudes of beliefs that affect out understanding, actions, and decisions in an unconscious manner.

Halo effect

Forming an impression of an individual based on a single trait.

The Recency effect

Tendency to remember recent information better than earlier information.

Employee engagement

An individuals involvement, satisfaction, and enthusiasm for work.

Job satisfaction

Extent to which you feel positively or negatively about various aspects of your work.

Organizational Commitment

Reflects the extent tho which an employee identifies with an organization and is committed to its goals.

Diveristy

Represents all the ways people are alike and unalike. The differences and similarties.

Age

Millennials will replace baby boomers as the largest adult generation in the U.S.

Gender

Many more women now work compared to the 1960’s with their share in the workforce increasing to 48%.

Sexual orientation

Workplaces are becoming more inclusive

Stress

The tension people feel when they are facing or enduring extraordinary demands or constraints.

Sources of Job-related stress

Type A personality

Buffers

Things in place by managers that reduce stress in organizations.

Groups

Defines as two or more freely interacting individuals who share norms, goals, and have a common identity.

Team

A small group of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.

Formal Group

A group that is assigned by organizations or its managers to accomplish specific goals.

Informal Group

Group that is formed by people whose overriding purpose is getting together for friendship or a common interest.

Work Teams

Have a clear purpose that all members share, usually permanent, and members must give their all.

Project teams

Assembles to solve a particular problem or complete a specific task, such as brainstorming new marketing ideas for one of the company’s products.

Cross functional teams

Include members from different areas within an organization, such as finance, operations, and sales.

Self managed teams

Groups of workers who are given administrative oversight for there task domains.

Virtual teams

Work together over time and distance via electronic media to combine efforts and achieve common goals.

Collaboration

The act of sharing information and coordinating efforts to achieve a collective outcome.

Trust

Reciprocal faith in others’ intentions and behaviors.

Norms

General guidelines or rules of behavior that most group or team members follow.

Conflict

Process in which one party perceives that its interest are being opposed or negatively affected by another party.

Functional conflict

Benefits the main purpose of the organization and serves its interests.

Dysfunctional conflict

Hinders the organization's performance or threatens its interests.

Basic behaviors to help you better handle coflict

Openness. equality, empathy, supportiveness, positiveness.

Conflict handling styles

Avoiding, obliging, dominating, compromising, and integrating.

Forming

Getting to know each other

Storming

Roles, goals, values, vision, task conflict

norming

belonging, pride, trust, teamwork

performing

Executing

adjourning

split up

Communication involves

Emotional intelligence, interpersonal intelligence, seeking feedback, giving feedback

Management

Brings organizations and predictability to business through planning, goal setting, resource allocation, scheduling, and follow-ups.

Leadership

Influencing followers to accomplish goals based on the perceptions followers have of the leader.

Being a leader means

Being a visionary, being inspiring, setting the tone, and articulating the vision.

Being a manager means

Planning, organizing, directing, and controlling, as well as executing.

Basic skills for leaders

Cognitive abilities, interpersonal skills, business skills, and conceptual skills

Transformational leadership

Individualized consideration, intellectual stimulation, idealized influence, inspirational motivation

Individual contributor

Middle management

Executive

75,000

125,000

250,000

Consideration

Leader behavior that is concerned with group members needs and desires and that is directed at creating mutual respect or trust.

Empowering leadership

Represents the extent to which a leader creates perceptions of psychological empowerment in others.

Psychological empowerment

Employees belief that they have control over their own work.

Legitimate power

Results form managers formal positions within the organization.

Reward power

Results from managers authority to reward their subordinates.

Coercive power

Results from a managers authority to punish their subordinates.

Expert power

Results from one’s specialized information or expertise.

Referent power

Derived from one’s personal attraction.

Telling

Unable and unwilling (Direct and control)

Selling

Unable but willing (Explain and Clerify)

Participating

Able but unwilling (Share and facilitate)

Delegating

Ready, willing and able (Guide and Support)

Dark Side Traits

Narcissism, Machiavellians, psychopathy

Narcissism

Having a self centered perspective, feelings of superiority, and drive for personal power and glory.

Machiavellianism

Displaying a cynical view of human nature that condones opportunistic and unethical ways of manipulating people.

Psychopathy

Characterized by lack of concerns for others, impulsive behavior, and a lack of remorse when actions harm others.

Ethical leadership

Represents normatively appropriate behavior that focuses on being a moral role model.

Women

Use more relational leadership and have a more democratic/ participative style.

Men

Use more task leadership and have more of a autocratic style.

Passive Ledaership

Form of leadership behavior characterized by a lack of leadership skills.

Laissez-faire leadership

A form of leadership characterized by a general failure to take responsibility for leading.

Situational/ contingency approaches to leadership

Belief that effective leadership behavior depends on the situation at hand.

Path-goal leadership

The effective leader increases employees motivation by clarifying the paths, or behavior, that will help them achieve goals.

Leader-member exchange

Emphasizes that leaders have different sorts of relationship with different subordinates.

In group exchange

trust and respect

out group exchange

lack of trust and respect

Psychology

The study of the mind

Why is motivation important

It helps people join, stay, show up, be engaged, and do extra for your organization.

Extrinsic rewards

Payoff a person receives from others for performing a particular task.

Intrinsic rewards

Satisfaction a person receives from performing the particular task itself.

Mcclelland’s acquired needs theory

Achievement, affiliation, power

Self determination theory

Assumes people are driven to try to grow and attain fulfillment, with their behavior and well-being influenced by three innate needs: competence, autonomy, and relatedness.

Three innate needs

Competence, autonomy, relatedness

Two factor theory

Hygiene factors and motivating factors

Hygiene factors

Associates with job dissatisfaction which affect the job context in which people work.

Motivating factors

Associated with job satisfaction, which affects the job content or the rewards of work performance.

Performance

The extent to which a task or work is completed successfully.

Effort

A persons input, which will be affected by the persons perception about whether the effort will lead to an acceptable level of performance.

Instrumentality

A persons belief about the degree to which performance will result in realizing certain outcomes.

Valence

The value placed on outcomes. Outcomes can be extrinsic, such as money, or intrinsic, such as sense of achievement.

Goal-Setting theory

Suggests that employees can be motivated by goals that are specific and challenging but achievable.

Stretch goals

Goals some companies adopt that are beyond what they are actually expected to achieve.

Learning goal orientaiton

Sees goals as a way of developing competence through the acquisition of new skills.

Performance goal orientaion

Sees them as a way of demonstrating and validating a competence we already have by seeking the approval of others.