1
Q
Active Management By Exception
A
Monitor performance and take corrective action when needed
2
Q
Actor-Network Theory
A
Suggests that leaders need to consider not only their interactions with people, but also with nonhuman agents, including ideas, information, resources, technology, events, physical structures, etc.
3
Q
Association Power
A
The power derived from relations with others
4
Q
Asymmetrical Influence Relation
A
Refers to the fact that some people have more influence than others
5
Q
Authentic Leadership
A
Leaders who are true to themselves and the principles that guide them
6
Q
Authority Decision
A
Decision made by the leader that is then communicated to the group
7
Q
Autocratic Style
A
When leader acts in a command-and-control fashion
8
Q
Balanced Processing
A
The ability to analyze relevant data in an objective way, avoiding attribution errors
9
Q
Charisma
A
A special personal quality or attractiveness that enables an individuall to influence others
10
Q
Charismatic Leader
A
Inspires followers in extraordinary ways
11
Q
Co-Leadership
A
When leadership roles are structured such that no single individual is vested with the power to lead unilaterally
12
Q
Co-Production Orientation
A
The belief that followers should partner with leaders to achieve desired outcomes
13
Q
Coercive Power
A
The power to influence people because of the capacity to punish or withhold positive outcomes
14
Q
Commitment
A
Accepting influence out of duty or obligation
15
Q
Complexity Leadership Theory
A
Says leadership is a complex interactive dynamic based on emergence
16
Q
Compliance
A
Accepting influence to receive outcomes tied to it
17
Q
Connection Power
A
The ability to use connections inside and outside the organization to get things done
18
Q
Construction Resistance
A
Negotiating in an attempt to open a meaningful dialogue with a leader
19
Q
Consultative Decision
A
Made by a leader after receiving information, advice, or opinions from group members
20
Q
Contingent Rewards
A
Rewards received contingent on whether mutually agreed-upon goals are accomplished
21
Q
Crimes Of Obedience
A
Acts considered immoral by the larger community that reperformed in response to orders from authority
22
Q
Democratic Leadership Style
A
Leader emphasizes both tasks and people
23
Q
Dependencies
A
A reliance on another one person or a group
24
Q
Dissonance
A
Tension felt when something does not match our expectations
25
Distributed Leadership
Describes leadership as distributed throughout the organization rather than being solely located in the formal hierarchy
26
Dysfunctional Resistance
Ignoring or dismissing a request from a leader
27
Emergence
The unpredictable unfolding of events that occurs when many factors link up to drive unexpected outcomes
28
Emotional Intelligence
The ability to manage our emotions in social relationships
29
Empowerment
Allowing others to gain and use power
30
Ethical Climates
The ethical values, norms, attitudes, etc. of employees in an organization or work unit
31
Ethical Followership
The role of followers in the ethical conduct of leadership
32
Ethical Leaders
Foster ethical climates by being role models for appropriate behavior
33
Expert Power
The ability to influence others' because of specialized knowledge
34
Fight-or-flight Responses
The desire to fight back or withdraw from a percieved threat or stressor
35
Follower Effectiveness
How well a follower works with a leader to co-produce successful leadership outcomes
36
Follower Identity
Represents the belief one holds about oneself as a follower
37
Follower Role Orientation
Beliefs individuals have about how they should enact a follower role
38
Followership
The act of joining with a leader to accomplish tasks and descired outcomes
39
Following
Accepting another's influence by deferring to or going along with a proposed idea or direction
40
Force
Action that occurs against another's will
41
Formal Leadership
Leadership exerted by individuals appointed or elected to positions of formal authority
42
Formal Systems
Systems that prescribe how work processes are coordinated
43
Framing
Tailoring the communucation appropiately to the audience
44
Gender Similarities Hypothesis
Belief that males and females have similar psychological properties
45
Group Decisions
Decision is made by team members
46
Human Capital
The ability to get things done based on what we know and can do
47
Human Relations Style
Leader emphasizes people over task
48
Idealized Influence
Focus is on increasing followers' identification with the leader
49
Identification
Accepting influence in order to be associated with an individual or group
50
Identity Claims
When people try to assert themselves as leader or follower
51
Identity Grants
Occur when people bestow on someone else a leader or follower role
52
Implicit Followership Theories
characteristics that leaders associate with effective and ineffective followers
53
Implicit Leadership Prototypes
Characteristics and behaviors believes to be representative of leaders and followers
54
Implicit Theories
The attributes we associate with leaders and followers regarding effectiveness
55
Individualized Consideration
Providing personalized attention, coaching, and advice to followers
56
Influence
The capacity to be a compelling force on events, actions, opinions, or behaviors of others
57
Informal Leadership
Occurs outside formal positions; individuals emerge as leaders due to the their ability to be influential
58
Informal Systems
Patterns of personal relationships and activity generated through everyday interactions
59
Information Power
The possession of information that is valuable to others
60
Inspirational leadership
Leader has the ability inspire confidence and a sense of purpose in their followers
61
Integrity
Acting with honesty, credibility, and consistency
62
Interactive Leadership
Leaders act in democratic and participative ways with followers
63
Internalization
Accepting influence because it is congruent with one's value system
64
Internalized Moral Perspective
Being aware of and acting on one's values
65
Interpersonal Context
Social and emotional dynamics
66
Interpersonal Influence
The ability to influence on others because of subtle and convincing mannerism
67
Laissez-Faire Leadership
Hands-Off Leadership
68
Laissez-Faire Style
Leader has "do the best you can and don't bother me" attitude
69
Leadership
Inspiring others to work hard and accomplish important tasks
70
Leadership Double Bind
Where women get criticized for displaying stereotypical male characteristics and/or female leadership characteristics
71
Leadership Styles
A recurring pattern of behaviors exhibited by a leader
72
Least-Preferred Co-Worker Scale
Used in the contingency model to measure leadership style
73
Legitimate Power
The capacity to influence others by virtue of formal authority
74
Moral Leadership
Always "good" and "right" by ethical standards
75
Moral Overconfidence
An overly positive view of one's strength of character
76
Motives
The desired intent behind an action
77
Nonsubstitutability
Means not easily replaced
78
Obedience
Compliance with an order or request from authority
79
Organizational Citizenship Behaviors
Anything a person does out of their own free will that supports colleagues and the organization
80
Organizational Politics
Effort by organizational members to seek resources to achieve desired goals, usually in an informal context
81
Passive Followers Identity
Passive, deferential, and obedient to authority
82
Passive Leadership
Leaders wait for problems to arise before taking action
83
Passive Orientation
Belief that leaders are in a better position than followers to determine direction and make decisions
84
Personal Power
Resides in individuals and is generated through interpersonal relationships
85
Personalized Charismatics
Use their charisma to dominate followers and keep them weak
86
Political Savvy
Skill at reading political environments and understanding how to effectively influence these environments
87
Position Power
Resides in the formal authority vested in a hierarchical position or role
88
Power
The ability to get others to do something you want done
89
Power Distance
The degree to which people see power as being distributed unequally
90
Powerlessness
A lack of control over one's self or one's work processes
91
Proactive Follower Identity
Expressing opinions, taking initiative, and constructively questioning leaders
92
Prosocial Motivation
The desire to expend effort to help other people
93
Psychological Reactance Theory
Says that people rebel against constraints and dominating control
94
Reciprocity Power
Comes from reciprocal alliances with others
95
Reference Power
The capacity to influence other people because of their desire to identify personally with you
96
Relational Transparency
The ability to engage with others, while maintaining openness about who you are
97
Relations-Oriented Behavior
Leader focuses on social and interpersonal aspects of leadership over task
98
Relationship Power
The ability to influence others through access to connections and networks (ex. knowing Brian Muellers' son)
99
Reputation
An overall quality of character as seen by people in general
100
Resistance
Not conforming to a leader's influence attempt
101
Reward Power
The capacity to offer something of value as a means of influencing other people
102
Role Implementation
Negotiated roles are locked in and govern how the individuals will work together
103
Role-Finding
Individuals get to know one another and evaluate other's motivations and capabilities to perform a role
104
Role-Making
Members develop a set of understandings regarding how individuals will work together
105
Self-Awareness
Knowing oneself and how you are percieved by others
106
Self-Interested Politics
When people shift outcomes to their personal advantage
107
Self-Regulation
Monitoring one's own behavior to consider the reactions of others
108
Servant Leaders
Use power for the growth of employees, survival of the organization, and positive impact on the community
109
Servant Leadership
Follower-centered with a commitment to helping others
110
Shared Leadership
Dynamic, interactive influence process in which individuals lead together to achieve goals
111
Social Astuteness
The ability to accurately understand social interactions and interpret behavior
112
Social Capital
The ability to get things done because of who you know
113
Social Power
The ability to influence another in a social relation
114
Socialized Charismatics
Use their charisma to inspire followers and empower them toward collective interests
115
Substitutes For Leadership
Factors that direct work efforts without the involvement of a leader
116
Task-Oriented Behavior
Focuses on performance and productivity
117
Bathsheba Syndrome
When people otherwise strong integrity engage in unethical and selfish behavior because they believe they are above the law
118
Trait Approach
Trying to find leaders based on stereotypcial personality, needs, motives, values, or physical characteristics of leaders
119
Transactional Leaders
Offer simple give-and-take exchanges to attain desired outcomes
120
Transformational Leaders
Articulate a clear vision, communicate expectations, and show commitment to goals
121
Verify
Checking the accuracy of information
122
Vision
A clear sense of the future
123
Visionary Leadership
Leadership that beings a clear sense of the future to the situation
124
Voice
Expressing of ideas, suggestions, etc. with the intent of changing the status quo
125
Workarounds
When people go around rules to accomplish a task or goal because the normal process isn't producing the desired result
126
Zero Sum
The idea that one person's gain is another person's loss
127
Zone Of Acceptance
Set of orders an organizational member will not challenge
MGT-420
flashcards
Decks in class (7)
# Cards
