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93 Cards in this Set
- Front
- Back
Affect
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a broad range of feelings that people experience
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Emotions
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intense feelings that are directed at someone or something
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Moods
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feelings that tend to be less intense than emotions and that lack a contextual stimulus
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Possitive Affect
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a mood dimension that consists of specific positive emotions such as excitement, self assurance, and cheerfulness at the high end and boredom, sluggishness, and tiredness at the low end
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Negative Affect
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a mood dimension that consists of emotions such as nervousness, stress and anxiety at the high end and relaztion, tranquility and posie at the low end
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Positivity Offset
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the tendency of most individuals to experience a mildly positive mood at zero input (when nothing in particular is going on)
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Evolutionary Psychology
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an area of inquiry which argues that we must experience the emoitions we do because they serve a purpose
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Affect Intensity
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individual differences in the stength with which individuals experience their emotions
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Illusory Correlation
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the tendency of people to associate two events when in reality there is no connection
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Emotional Labor
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a situation in which an employee expresses organizationally desired emotions during nterpersonal transactions at work
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Emotional Dissonance
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inconsistencies between the emotions people feel and the emotions they project
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Felt Emotions
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an individuals actual emotions
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Displayed Emotions
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emotions that are organizationally required and considered appropriate in a given job
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Surface Acting
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hiding ones inner feelings and forgoing emotional expressions in response to display rules
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Deep Acting
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trying to modify ones true inner feelings based on display rules
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Affective Events Theory (AET)
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a model that suggests that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviors
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Emotional Intelligence (EI)
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the ability to detect and to manage emotional cues and information
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Emotional Contagion
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the process by which peoples emotions are caused by the emotions of others
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Group
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two or more individuals interacting and interdependent who have come together to achieve particular objectives
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Formal Group
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a designated work group defined by an organizations structure
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Informal Group
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a group that is is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact
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Command Group
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a group composed of the individuals who report directly to a given manager
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Task Group
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people working together to complete a job task
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Interest Group
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people working together to attain a specific objective with which each is concerned
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Friendship Group
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people brought together because they share one or more common characteristics
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Five Stage Group Development Model
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the five distinctstages groups go through: forming, storming, norming, performing and adjourning
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Forming Stage
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the first stage in group development, characterized by much uncertainty
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Storming Stage
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the second stage in group development characterized by intragroup conflict
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Norming Stage
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the third stage in group development, characterized by close relationships and cohesiveness
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Performing Stage
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the fourth stage in group development, during which the group is fully functional
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Adjourning Stage
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the final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance
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Punctuated Equilibrium Model
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a set of phrases that temporary groups go through that involves transitions between inertia and activity
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Role
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a set of expected behavior patterns attributed to someone occupying a given position in a social unit
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Role Identity
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certain attitudes and behaviors consistent with a role
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Role Perception
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an individuals view of how he or she is supposed to act in a given situation
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Role Expectations
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how others believe a person should act in a given situation
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Psychological Contract
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an unwritten agreement that sets out what management expects from an employee and vice versa
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Role Conflict
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a situation in which an individual is confronted by divergent role expectations
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Norms
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acceptable standards of behavior within a group that are shared by the groups members
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Reference Groups
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important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform
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Conformity
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the adjustment of ones behavior to align with the norms of the group
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Deviant Work Place Behavior
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voluntary behavior that violates significant organizational norms and, in so doing, threatens the well bein of the organization or its members. Also called antisocial behavior or workplace incivility
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Status
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a socially definied position or rank given to groups or group members by others
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Status Characteristics Theory
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a theory that states that difference in status characteristics create status hierarchies within groups
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Social Loafing
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the tendency for individuals to expend less effort when working collectively than when working individually
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Cohesiveness
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the degree to which group members are attracted to each other and are motivated to stay in the group
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Group Think
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a phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action
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Group Shift
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a change in decision risk between a groups decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk
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Interacting Groups
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typical groups in which members interact with each other face to fgace
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Brainstorming
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an idea generation process that specifically encourages any and all alternatives while withholding any criticism of those alternatives
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Nominal Group Techinique
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a group decision making method in which individual members meet face to face to pool their judgements in a systematic but independent fashion
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Electronic Meeting
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a meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes
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Work Group
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a group that interacts primarily to share information and to make decisions to help each group member perform within his or her area of responsibility
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Work Team
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a group whose individual efforts result in performance that is greater than the sum of the individual inputs
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Problem Solving Teams
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groups of 5 to 12 employees from the same department who meet for a few hours each week to discuss ways of improving quality, efficiency and the work environment
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Self Managed Work Teams
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groups of 10 to 15 peple who take on responsibilities of their former supervisors
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Cross Function Teams
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employees from about the same hierarchical level, but from different work areas, who come together to accomplish a task
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Virtual Teams
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teams that use computer technology to tie together physically dispersed members in order to achieve a common goal
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Multi Team Systems
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systems in which different teams need to coordinate their efforts to produce a desired outcome.
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Organizational Demography
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the degree to which members of a work unit share a common demographic attribute, such as age, sex, race, educational level or length of service in an organization and the impact of this attribute on turnover
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Reflexivity
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a team characteristic of relfecting on and adjusting the master plan when necessary
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Mental Models
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team members knowledge and bleieves about how the work gets done by the team
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Communication
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the transfer and understanding of meaning
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Communication Process
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the steps between a source and a receiver that result in the transfer and understanding of meaning
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Formal Channels
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communication channels established by an organization to transmit messages related to the professional activities of members
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Informal Channels
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communication channels that are created spontaneously and that emerge as responses to individual choices
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Grapevine
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an organizations informal communication network\
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Blog (web log)
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a website where entries are written gernally displayed in erverse chronological order about news, events and personal diary entries.
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Knowledge Management (km)
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the process of organizing and distributing an organizations collective wisdom so the right information gets to the right people at the right time
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Channel Richness
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the amount of information that can be transmited during a communication episode
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Filtering
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a senders manipulation of information so that it wll be seen more favorably by the receiver
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Information Overload
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a condition in which information inflow exceeds an individuals procesing capacity
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Communication Apprehension
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undue tension and anxiety about oral communication, written communication or both
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High Context Cultures
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cultures that rely heavily on nonverbal and subtle situational cues in communication
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Low Context Cultures
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cultures that rely heavily on words to convey meaning in communication
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Leadership
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the ability to influence a group toward the achievement of a vision or set of goals
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Trait Theories of Leadership
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theories that consider personal qualities and characteristics that differentiate leaders from non leaders
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Behavioral Theories of Leadership
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theories proposing that specific behavriors differentiate leaders from non leaders
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Initiaing Structure
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the extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment
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Consideration
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the extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates ideas and regard for their feelings
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Employee Oriented Leader
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a leader who emphasizes interpersonal relations, takes a personal interest in the needs of employees and accepts individual differences among members
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Production Oriented Leader
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a leader who emphasizes technical or task aspects of the job
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Managerial Grid
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a nine by nine matrix outlining 81 different leadership styles
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Fiedler Contingency Model
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the theory that effective groups depend on a proper match betwwen a leaders style of interacting with subordinates and the degree to which the situation gives control and influence to the leader
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Least Preferred Coworker (LPC) Questionnaire
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a instrument that purports to measure whether a person is task opr relationship oriented
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Leader Member Relations
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the degree of confidence trust and respect subordinates have in their leader
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Task Structure
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the degree to which job assignments are procedurized
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Position Power
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influence derived from one's formal structural position in the organization; includes power to hire, fire, discipline, promote and give salary increases
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Cognitive Resource Theory
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a theory of leadership that states that stress unfavorably affects a situation and that intelligence and experience can reduce the influence of stress on the leader
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Situational Leadership Theory (SLT)
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a contigency theory that focuses on foloowers readiness
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Path Goal Theory
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a theory that states that it is the leaders job to assist followers in attaining their goals and to provide the neccesary direction and / or support to ensure that their goals are compatible with the overall objectives of the group or organization
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Leader-Member Exchange (LMX) Theory
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a theory that suports leaders creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction
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Leader Participation Model
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a leadership theory that provies a set of rules to determine the form and amount of participative decision making in different situations
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