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MGMT 372 Exam 3
| Term | Definition |
|---|---|
| Task Autonomy | How much a job gives someone control over what they do/how they do it. |
| Task Feedback | How much a person accomplishing a task gets feedback on how they're doing. |
| Task Interdependence | How much tasks require collaboration in groups to accomplish their goals. |
| Centralization | The disbursement of decision making throughout an organization. |
| Major Benefit of Centralization | This benefit keeps the company looking formal and reduces costs. |
| Organizational Culture | The shared backgrounds, norms, values, and beliefs among members of a group. |
| Organizational Climate | Deals with people's reactions to the organization based on culture. |
| Participative Leadership | A dimension in GLOBE that measures how much managers involve others in making decisions and implementing them. |
| Four Components of Leadership Vision | Ideas, Expectations --> Emotional Energy --> Edge |
| Edge (Four Components of Leadership Vision) | Includes tough calls, stories, analogies, and metaphors. |
| Conflict-Handling Orientations | Competitive, Collaborative, Sharing, Avoidant, Accommodative. |
| Fisher & Ury's Tips for Negotiation - Interests, not Positions | Focus on your own interests and the other person's interests. |
| Model of Performance | Helps understand why a follower/tea may not be performing as well & what the leader can do to help improve. |
| Model of Performance Equation | Expectations * Capabilities * Opportunities * Motivation |
| Model of Performance Expectations | Leaders need to help followers understand their roles, goals, standards, and metrics for achieving success. |
| How a Leader Helps Resolve Motivation Issues | - Select followers who have higher levels of achievement for tasks. - Sets clear goals or provides better feedback. - Rearrange/spread out tasks for the group. - Restructure rewards/punishments to link them to performance. |
| Leadership Making (Role-Taking) | The part in the cycle that requires little time, beginning stages of a group where no one knows each other. |
| Decision Tree (Normative Decision Model) | Made by Vroom & Yetton, composed of questions that eliminate decision processes that would be wrong/inappropriate. |
| Task Behaviors | How much the leader explains responsibilities of someone/the group. |
| Relationship Behaviors | How much the leader engages in two-way communication. |
| Follower Readiness | A follower's ability/willingness to accomplish a task. |
| Selling (Situational Leadership Model) | A portion of the leader's responsibilities that is high task, high relationship. |
| Subelements in Situation Favorability | Leader-member relations, tasks structure, position power. |
| Highest Overall Situation Favorability (Contingency Model) | Leader-member relations: good Structured High position power 1st octant |
| Directive Leadership (Path-Goal Theory) | Telling the followers what they need to do, how to do it, when and how their work fits in with others. |
| Achievement-Oriented Leadership (Path-Goal Theory) | Makes leaders seem demanding & supporting in interactions with their followers. |
| SARA Model Meaning | Shock, Anger, Rejection, Acceptance. |
| Charismatic Leadership | when leaders are passionate & driven people who can paint a compelling vision of the future. (Crisis & task interdependence) |
| Transactional Leadership | Leaders and followers are in some type of exchange relationship to get needs met. |
| Transformation Leadership | Changes the status quo by appealing to followers' values & their sense of a higher purpose. Controversial & charasmatic. |
| 5 Transformational Factors in Multifactor Leadership Questionnaire | Extraversion, Conscientiousness, Agreeableness, Neuroticism, Openness to Experience. |
| Managerial Incompetence | The inability to engage followers, build teams, or get results. |
| Managerial Derailment | The reasons why leaders may have difficulty engaging followers, building teams, or getting results through others. |
| 5 Derailment Patterns | Can't meet business objectives, can't build/lead a team, can't build relationships with co-workers, can't adapt to new things, and doesn't prepare for promotion. |
| Subject Matter Expertise | How much someone knows about a specific topic. |
| Dark-Side Personality Traits | Not productive behavioral tendencies that hinder a leader's ability to build teams & cause followers to exert less effort. |
| Traits of Dark-Side Personality Traits | Appear during high-stress situations, have a bigger influence on the performance of leaders, resemble social skills (can't detect in interviews), leading cause of managerial incompetence. |
| Excitable (DSPT) | The leader has dramatic mood swings, emotional outbursts, can't persist on projects. |
| Skeptical (DSPT) | Don't trust others, constantly questioning motives & challenging followers, vigilant for signs of disloyalty. |
| Cautious (DSPT) | Leaders are fearful of making dumb mistakes, they alienate their staffs by not making decisions/taking action on issues. |
| Reserved (DSPT) | Leaders are withdrawn & uncommunicative. |
| Leisurely (DSPT) | Passive-aggressive, only work for themselves. |
| Bold (DSPT) | Narcissistic, get a lot of work done but are entitled. |
| Mischievous (DSPT) | Charming, but take pleasure in seeing if they can get away with bad stuff. |
| Colorful (DSPT) | Believe they are all that and need to be the center of attention. |
| Imaginative (DSPT) | Get questioned by followers because they think eccentrically and make weird decisions. |
| Diligent (DSPT) | Perfectionist, disempower staff through micromanagement. |
| Dutiful (DSPT) | Deal with stress by being a people-pleaser, take on too much and do too little. |
Created by:
Mrberg
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