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103 Cards in this Set
- Front
- Back
Legitimate Power |
Leaders influence people based on more than position |
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Responsibilities and authority
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Managers carry out _______________ and exercise _________ |
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Transformation
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Leaders shift direction |
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Sales, efficiency |
Managers make things a little better |
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Trait Theories of Leadership |
Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non leaders |
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Ambition Confidence Intelligence Knowledge |
Leadership Traits |
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Extraversion
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Ambition and energy somewhat describes ____________ |
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Outgoing and extraverted
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These people would stand out and lead in a group of equals. |
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Emotional Intelligence |
A strong indicator of leadership effectiveness |
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Confidence
Efficiency Relative Knowledge |
These traits predict better in weak situations |
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Consciousnesses and openness to experience
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These are somewhat predictive of the appearance of leadership |
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Trait Theory
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Theory that states you are born with certain traits and you can not train leaders to have them |
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Behavioral theories of leadership |
Theories proposing that specific behaviors differentiate leaders from non leaders |
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Trait Theory
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Leaders are born, not made |
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Behavioral Theory |
Leadership Traits can be taught |
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Concern for Production
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2 Primary kinds of behavior that are key in leaders |
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Task oriented |
Concern for production |
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Fiedler contingency model
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The theory that effective groups depend on a proper match between a leader's 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 co worker questionnaire
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An instrument that purports to measure whether a person is task or relationship oriented |
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Fiedler contingency model
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Look at behaviors and traits combined with the situation |
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LPC
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Looks at leaders orientation of task or relationship |
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Leader member relations |
The degree of confidence, trust, and respect subordinates have in their leader |
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Position Power |
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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Task Structure |
The degree to which the job assignments are procedurized |
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Leader Member Exchange Theory |
Leaders create in groups and out groups, and subordinates with in group status will have higher performance ratings, less turnover, and greater satisfaction with their superiors. |
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Leader Member Exchange Theory |
Acknowledges that leaders don't treat everybody the same. Followers are characterized as being part of in our out group by leaders. Who the leader feels most comfortable with. |
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Situational Leadership Theory |
A contingency Theory that focuses on follower's readiness |
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Out group
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Generally lower performance ratings, tend to turn over and leave organization. Have lower satisfaction with leader.
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Path Goal Theory |
Theory that it is the leader's job to assist followers in attaining their goals and to provide the necessary direction and/or support to ensure that their goals are compatible with the overall objectives of the group or organization |
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Path Goal Theory |
Job is to do what you can do to get followers to achieve goals and as a leader you need to make sure your behavior is adjusted to characteristics of situation |
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Directive Behavior |
Providing direction and giving exact instructions in what they need to do |
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Participative Behavior |
Asking for input of followers |
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Achievement Oriented Behavior |
Setting challenging goals, expect subordinates to perform at high levels. |
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Supportive Behavior |
Show well being for followers and help make work pleasant. |
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Participate leadership |
If you have followers who had a lot of experience and a lot of ability. ex. group of lawyers, doctors. |
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Directive Approach |
If there is a lack of clarity of tasks
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Achievement oriented behavior
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If task is unstructured, set goals. |
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Supportive Behavior |
If task is menial and not very challenging |
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Leader Participation Model |
A leadership theory that provides a set of rules to determine the form and amount of participative decision making in different situations |
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Max Weber |
Character, Heroism
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Charismatic Leadership |
Followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors |
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Vision and articulation
Personal risk Sensitivity to follower needs Unconventional Behavior |
Key characteristics of charismatic Leadership |
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Trust
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Foundation of Leadership |
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Integrity
Benevolence Ability |
Three characteristics that lead us to believe a leader is trustworthy
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Benevolence
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Is leaders supportive, have your back? |
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Transactional Leaders |
Leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements |
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Contingent Reward Management by Exception Laissez Faire |
Transactional Leaders |
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Transformational Leaders |
Leaders who provide individualized consideration and intellectual stimulation, and who possess charisma |
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Charisma Inspiration Intellectual Stimulation Individual Consideration |
Transformational Leaders |
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Mentor
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A senior employee who sponsors and supports a less experienced employee |
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Present ideas clearly
Listen Well Empathize Share experiences Act as role model Share contacts Provide Political Guidance |
Mentoring Activities |
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Self Leadership |
A set of processes through which individuals control their own behavior |
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Self set goals
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Self Leadership:Encourage employees to create |
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Self Rewards
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Self Leaders: Encourage the use of |
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Attribution Theory of Leadership |
The idea that leadership is merely an attribution that people make about other individuals |
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Experience/Training Professional Orientation Highly Structured Tasks, rules/procedures Cohesive Work groups |
Substitutes for Leadership |
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Power Tactics |
Ways in which individuals translate power bases into specific actions
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Rational Persuasion
Inspirational Appeals Consultation |
Most effective power tactics
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Pressure
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Least effective power tactic |
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Using more than one tactic
Begin with softer tactics Use socially acceptable influence behavior |
Increase success of power tactics by |
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Coalitions
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Clusters of individuals who temporarily come together to achieve a specific purpose |
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Maximize their size
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Coalitions seek to ________ _____ ____ to attain influence
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Broad and diverse constituency |
Coalitions seek a _____ and _______ ____________ for support of their objectives |
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High task and resource inter dependencies |
Coalitions occur more frequently in organizations with
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Standardized and routine |
Coalitions occur more frequently if tasks are |
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Political Behavior |
Activities that are not required as part of one's formal role in the organization, but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization |
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Impression Management |
The process by which individuals attempt to control the impression others form of them |
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Conformity
Excuses Apologies Self Promotion Flattery Favors Association |
IM techniques |
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Issue Selling |
Attempts to influence high level managers to pay attention to particular issues (Managing Up) |
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Flatter
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_______ organizations need/want involvement from people at lower levels |
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Information overload |
Top managers experience |
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They perceive that management will listen and be supportive The organization is changing |
People make the choice to sell issues in organizations when |
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The organization's culture is a conflict avoiding culture Politics are complex People are afraid to damage their reputation |
People won't make the choice to issue sell when |
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Bundling |
Connecting the issues to another issue vs selling the issue as an isolated concern |
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Framing |
Using a business vs. moral frame |
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Language |
Flexible or specific to one audience |
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Involvement |
Go solo vs involve others as co sellers |
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Approach |
Formal, public appeal vs. informal, private appeal |
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Timing |
Early vs. late |
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Exchange |
Rewarding the target with benefits/favors in exchange for following a request |
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Coalitions |
Enlisting the aid of other people to persuade the target |
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Rational persuasion |
Presenting logical arguments to demonstrate that the request is reasonable |
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Power |
A capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes |
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Dependence |
B's relationship to A when A possesses something that B requires |
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Coercive Power |
A power base that is dependent on fear of the negative results from failing to comply |
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Reward Power |
Compliance achieved based on the ability to distribute rewards that others view as valuable |
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Legitimate Power |
The power a person receives as a result of his or her position in the formal hierarchy of an organization |
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Expert Power |
Influence based on special skills or knowledge |
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Referent Power |
Influence based on identification with a person who has desirable resources or personal traits |
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Coercive Power |
Resistant behavior is linked to |
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Reward and Legitimate Power |
Compliant behavior is linked to |
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Expert and Referent Power |
Committed behavior is linked to |
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Legitimacy |
Relying on your authority position or saying a request accords with organizational policies or rules |
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Rational Persuasion |
Presenting logical arguments and factual evidence to demonstrate a request is reasonable |
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Inspirational Appeals |
Developing emotional commitment by appealing to a target's values, needs, hopes, and aspirations |
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Consultation |
Increasing the target's support by involving him or her in deciding how you will accomplish your plan |
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Exchange |
Rewarding the target with benefits or favors in exchange for following a request |
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Personal Appeals |
Asking for compliance based on friendship or loyalty |
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Ingratiation |
Using flattery, praise, or friendly behavior prior to making a request |
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Pressure |
Using warnings, repeated demands, and threats
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Coalitions |
Enlisting the aid or support of others to persuade the target |
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Challenge Stressors |
Stressors associated with workload, pressure to complete tasks, and time urgency |
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Hindrance Stressors |
Stressors that keep you from reaching your goals (for example, red tape, office politics, confusion over job responsibilities |