MANA 3335 - UH - Blakeney - Exam 3 - MGMT 8: Ch. 14 - ORGB 4 Ch. 4, 11
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61 Terms
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Leadership
the process of influencing others to achieve group or organizational goals
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Trait theory
a leadership theory that holds that effective leaders possess a similar set of traits or characteristics
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Traits
relatively stable characteristics, such as abilities, psychological motives, or consistent patterns of behavior
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Initiating structure
the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks
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Consideration
the extent to which a leader is friendly, approachable, and supportive and shows concern for employees
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Leadership style
the way a leader generally behaves toward followers
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Contingency theory
a leadership theory that states that in order to maximize work group performance, leaders must be matched to the situation that best fits their leadership style
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Situational favorableness
the degree to which a particular situation either permits or denies a leader the chance to influence the behavior of group members
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Leader–member relations
the degree to which followers respect, trust, and like their leaders
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Task structure
the degree to which the requirements of a subordinate’s tasks are clearly specified
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Position power
the degree to which leaders are able to hire, fire, reward, and punish workers
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Path–goal theory
a leadership theory that states that leaders can increase subordinate satisfaction and performance by clarifying and clearing the paths to goals and by increasing the number and kinds of rewards available for goal attainment
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Directive leadership
a leadership style in which the leader lets employees know precisely what is expected of them, gives them specific guidelines for performing tasks, schedules work, sets standards of performance, and makes sure that people follow standard rules and regulations
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Supportive leadership
a leadership style in which the leader is friendly and approachable to employees, shows concern for employees and their welfare, treats them as equals, and creates a friendly climate
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Participative leadership
a leadership style in which the leader consults employees for their suggestions and input before making decisions
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Achievement–oriented leadership
a leadership style in which the leader sets challenging goals, has high expectations of employees, and displays confidence that employees will assume responsibility and put forth extraordinary effort
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Normative decision theory
a theory that suggests how leaders can determine an appropriate amount of employee participation when making decisions
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Strategic leadership
the ability to anticipate, envision, maintain flexibility, think strategically, and work with others to initiate changes that will create a positive future for an organization
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Visionary leadership
leadership that creates a positive image of the future that motivates organizational members and provides direction for future planning and goal setting
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Charismatic leadership
the behavioral tendencies and personal characteristics of leaders that create an exceptionally strong relationship between them and their followers
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Ethical charismatics
charismatic leaders who provide developmental opportunities for followers, are open to positive and negative feedback, recognize others’ contributions, share information, and have moral standards that emphasize the larger interests of the group, organization, or society
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Unethical charismatics
charismatic leaders who control and manipulate followers, do what is best for themselves instead of their organizations, want to hear only positive feedback, share only information that is beneficial to themselves, and have moral standards that put their interests before everyone else’s
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Transformational leadership
leadership that generates awareness and acceptance of a group’s purpose and mission and gets employees to see beyond their own needs and self–interests for the good of the group
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Transactional leadership
leadership based on an exchange process in which followers are rewarded for good performance and punished for poor performance
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power
the ability to influence another person
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influence
the process of affecting the thoughts, behavior, and feelings of another person
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authority
the right to influence another person
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zone of indifference
the range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought
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reward power
power based on an agent's ability to control rewards that a target wants
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coercive power
power that is based on an agent's ability to cause an unpleasant experience for a target
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legitimate power
power that is based on position and mutual agreement: agent and target agree that the agent has the right to influence the target
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referent power
an elusive power that is based on interpersonal attraction
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expert power
the power that exists when an agent has specialized knowledge or skills that the target needs
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strategic contingencies
activities that other groups depend on in order to complete their tasks
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information power
access to and control over important information
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personal power
power used for personal gain
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social power
power used to create motivation or to accomplish group goals
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powerlessness
a lack of power
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organizational politics
the use of power and influence in organizations
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political behavior
actions not officially sanctioned by an organization that are taken to influence others in order to meet one's personal goals
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political skill
the ability to get things done through favorable interpersonal relationships outside formally prescribed organizational mechanisms
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empowerment
sharing power in such a way that individuals learn to believe in their ability to do the job
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attitude
a psychological tendency expressed by evaluating something with a degree of favor or disfavor
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affect
the emotional component of an attitude
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cognitive dissonance
a state of tension produced when an individual experiences conflict between attitudes and behavior
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social learning
the process of deriving attitudes from family, peer groups, religious organizations, and culture
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job satisfaction
a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences
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organizational citizenship behavior (OCB)
behavior that is above and beyond the call of duty
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workplace deviance behavior (WDB)
any voluntary counterproductive behavior that violates organizational norms and causes some degree of harm to organizational functioning
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organizational commitment
the strength of an individual's identification with an organization
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affective commitment
organizational commitment based on an individual's desire to remain in an organization
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continuance commitment
organizational commitment based on the fact that an individual cannot afford to leave
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normative commitment
organizational commitment based on an individual's perceived obligation to remain with an organization
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emotions
mental states that include feelings, physiological changes, and the inclination to act
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emotional contagion
a dynamic process through which the emotions of one person are transferred to another, either consciously or unconsciously, through nonverbal channels
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ethical behavior
acting in ways consistent with one's personal values and the commonly held values of the organization and society
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values
enduring beliefs that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence
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instrumental values
values that shape the acceptable behaviors that can be used to achieve some goal or end state
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terminal values
values that influence the goals to be achieved or the end states of existence
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machiavellianism
a personality characteristic involving one's willingness to do whatever it takes to get one's own way
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cognitive moral development
the process of moving through stages of maturity with regard to making ethical decisions