psych final | PSYCH 484 - Work Attitudes and Motivation, Quizzes of Psychology

Download psych final | PSYCH 484 - Work Attitudes and Motivation and more Quizzes Psychology in PDF only on Docsity! TERM 1 leadership DEFINITION 1 Involves influencing the behavior of others Viewed as a process, not an outcome Requires a variety of skills Frequently important for facilitating change in organizations, especially culture change May be informal or formal leader(s) Can be single leader or shared leadership TERM 2 importance of leadership DEFINITION 2 Providing strategic direction and vision Motivating and coaching employees Enforcement and interpretation of organizational policies Obtaining resources for groups Reducing performance constraints TERM 3 Difference btw mgmt and leadership DEFINITION 3 Management is about coping with complexity. Leadership is about coping with change. Follower Reactions and Responses: Compliance (Management) Commitment (Leadership) TERM 4 Kotter DEFINITION 4 mgmt: Produces Order & Consistency: Hitler Planning/Budgeting Organizing/Staffing Controlling/Problem- Solving leadership: Produces Change & Movement: Martin Luther King Vision Building/Strategizing Aligning People/Communicating Motivating/Inspiring TERM 5 power DEFINITION 5 -A persons potential or capacity to influence others -Attempts to influence may result in compliance, identification, internalization, or resistance -compliance: people do what you ask but they don't want to -identification: the Ee does what the leader wants b/c he/she likes the leader -internalization: Ee does what leader wants b/c he/she believes its the right thing to do resistance: Ee simply does not do what the leader asks TERM 6 French and Raven (Bases of Power) DEFINITION 6 Coercive (Crazy) Reward (Rufi's) Legitimate (lack) Expert (expert) Referent (raping) Informational (information) TERM 7 Referent DEFINITION 7 power based on subordinate liking the leader more volatile than expert b/c ppl's attitudes about a leader can change but leaders knowledge base usually does not TERM 8 Legitimate DEFINITION 8 supervisor have legit right to make requests of another, more efficient b/c in job description TERM 9 informational DEFINITION 9 has power to the to the extent that he/she has high quality info that will be convincing to subordinates seatbelt knowledge (random facts) Adam TERM 10 expert DEFINITION 10 :person perceived as expert on something important to target influence marissa tome my cousin vinny TERM 21 legitimization DEFINITION 21 person seeks to establish the legitimacy of a request by claiming the authority or right to make it or by verifying that it's consistent with org. policy's, rules, practices, or tradition TERM 22 pressure DEFINITION 22 person uses demands threats or persistent reminders to influence u to do what he/she wants TERM 23 Is there a set of individual traits that are strongly associated with leader effectiveness? DEFINITION 23 Recent research suggests self-confidence, integrity, energy level, stress tolerance, & emotional maturity may be linked to leader effectiveness TERM 24 Traits may also predict leader emergence DEFINITION 24 intelligence, dominance, high self-monitors, socially perceptive TERM 25 Behavioral Styles: What Leaders Do DEFINITION 25 Task-focused & Person-focused Styles Initiating Structure & Consideration: Ohio State studies Concern for Production & Concern for People: Univ of Michigan studies TERM 26 Fiedlers Contingency Theory DEFINITION 26 First situation matters leadership theory Situation favorability (leader-member relations; task structure; position power) Task vs. Relationship leader orientation (Fiedler: a leader prefers only one of these) Task oriented leader most effective in highly favorable or unfavorable situations Relationship oriented leader most effective in moderately favorable situations Fiedler: Match leader beh style to situation fav. Leadership measure (LPC) what is it measuring? TERM 27 Path-Goal Theory: Show the Path to the Goal DEFINITION 27 Leaders should be able to utilize four styles of leadership depending on characteristics of the situation and subordinates Directive, Supportive, Achievement-Oriented, and Participative Subordinate self-perceived ability & personality (locus of control) Group norms, group leadership, task structure Train leaders to assess situation & subordinates and to then employ appropriate leader behaviors TERM 28 Leader-Member Exchange (LMX): Graen DEFINITION 28 Dyadic relationships important, not average relationship with employees Leaders have in groups and out groups Leadership relationship with members of in group (high quality relationship) Supervisory relationship with members of out group (low quality relationship) Relationships may change over time Leadership relationship: better outcomes Do all followers want high quality relationship? Can leader develop leadership rel w/all followers? TERM 29 Charismatic & Transformational Leadership DEFINITION 29 Transformational Leadership is a process that changes & transforms individuals Includes charismatic & visionary leadership Concerned with values, ethics, standards, & long-term goals Providing a vision Vision implementation Charismatic communication style Often studied in connection with major organizational change and transformation Contrasted with Transactional Leadership TERM 30 How do leadership theories fit with motivation theories? Some examples DEFINITION 30 Leadership Traits with Need theories of motivation Leader Behavior & Fiedler Theory with Need & Goal Setting theories Path-goal theory with VIE (expectancy) & Goal Setting theories TERM 31 why do people join groups DEFINITION 31 Survival Need satisfaction (affiliative/social need; power need) Goal accomplishment (two hands are better than one) Social support (shoulder to cry on) Joining is not random, but instrumental TERM 32 intragroup dynamics DEFINITION 32 aspects of individual group members behavior regarding other group members (within-grp) (internal) characteristics: Interdependence among members Social interaction Perception of being a group (group identity) shared with other group members Commonality of purpose Formal & informal groups within orgs TERM 33 intergroup relations DEFINITION 33 interactions among different groups (as whole entities or individual members of Group X versus members of Group Y) between-groups (external) TERM 34 aspects of group structures DEFINITION 34 Roles Norms Values Communication patterns Status differentials (hierarchy) TERM 35 tuckmans DEFINITION 35 forming storming norming performing adjourning TERM 46 interdependence DEFINITION 46 Task Rewards Goals TERM 47 Group Process: Marks, Mathieu, Zaccaro 2 major stages DEFINITION 47 Transition/planning Stage Action Stage TERM 48 Taxonomy of Group Processes DEFINITION 48 Transition Processes Action Processes Interpersonal Processes TERM 49 MMZ Transition Processes: ​Important in Transition Stage DEFINITION 49 Mission analysis & planning Goal(s) specification Strategy formulation TERM 50 enhancing group effectiveness DEFINITION 50 Team member selection Organizational reward systems Group development interventions Selecting group members with the necessary skills and abilities Selecting individuals who enjoy group work Selecting individuals who have team- specific skills TERM 51 org. reward systems DEFINITION 51 Reward groups for performing well Alignment of individual and group reward systems Alignment of reward systems with the level of task interdependence TERM 52 team development interactions DEFINITION 52 Training interventions designed primarily to improve group process Provide group members with skills to recognize barriers to effectiveness overcome those barriers TERM 53 Future of Groups of Org.'s DEFINITION 53 Unlikely that use of groups in organizations will decrease Organizations will likely make greater use of temporary groups Groups will likely be spread over greater geographic distances due to advances in telecommunications (virtual work groups)