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Leadership Ch6

MGMT 4305 Lussier Leadership 6e Ch06

TermDefinition
360-degree feedback a formal evaluation process based on receiving performance evaluations from many people
arbitrator a neutral third party who makes a binding decision to resolve a conflict
attribution theory used to explain the process managers go through in determining the reasons for effective or ineffective performance and deciding what to do about it
BCF model describes a conflict in terms of behavior, consequences, and feelings
coaching the process of giving motivational feedback to maintain and improve performance
coaching feedback based on a good, supportive relationship; it is specific and descriptive; and it is not judgmental criticism
communication the process of conveying information and meaning
conflict exists whenever people are in disagreement and opposition
feedback the process of verifying messages and determining if objectives are being met
initiating conflict resolution model (1) plan a BCF statement that maintains ownership of the problem; (2) present your BCF statement and agree on the conflict; (3) ask for, and/or give, alternative conflict resolutions; and (4) make an agreement for change
job instructional training (1) trainee receives preparation; (2) trainer presents the task; (3) trainee performs the task; and (4) trainer follows up
mediator a neutral third party who helps resolve a conflict
mentoring a form of coaching in which a more-experienced manager helps a less-experienced protégé
message-receiving process listening, analyzing, and checking understanding
oral message-sending process (1) develop rapport; (2) state your communication objective; (3) transmit your message; (4) check the receiver’s understanding; and (5) get a commitment and follow up
paraphrasing the process of having the receiver restate the message in his or her own words
performance formula explains performance as a function of ability, motivation, and resources
Created by: poolguy84
 

 



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