Flashcards
Managing IT Exam 3 Flashcards
Flashcards do conjunto (111)
- 1A style of leadership that includes behaviors that encourage positive psychological capacities, an ethical climate, greater self-awareness, an internalized moral perspective, a balanced processing of information, and self-development.Authentic Leadership
- 2The _______ connects what managers do to their ability to influence others.Behavioral Perspective
- 3A leadership style characterized by the ability to motivate employees to exceed expected performance through a leader's inspiring behaviors.Charismatic Leadership
- 4The influential ability to influence people through the threat of or actual negative consequences for undesired actions.Coercive Power
- 5A way of thinking that matches the most suitable leadership style with a particular business situation.Fiedler's Contingency Theory
- 6involves providing specific, task-focused directions, giving commands, assigning goals, close supervision, and constant follow-up.Directive Leadership
- 7A style of leadership that emphasizes employee self-influence processes rather than hierarchical control processes and actively encourages followers to take ownership of their own behaviors and work processes.Empowering Leadership
- 8An influence that is derived from perceived knowledge, skill, or competence, such as a manager that is skilled in computer programming has expert power with a software development team.Expert power
- 9A process of influence aimed at directing behavior toward the accomplishment of objectives.Leadership
- 10The influence that a manager has because of his or her title inside an organization or status in a community.Legitimate Power
- 11A theory that identifies leadership behaviors that motivate a team through clarification, support, and removal of barriers in pursuit of a goal.Path-Goal Theory
- 12Influence that is obtained by being perceived as likable and well-informed.Personal Power
- 13The influence that is granted because of a manager's type and ability to affect someone positively or negatively through resource allocation or disciplinary measures.Positional Power
- 14The ability to influence how others behave. Leaders have ______ that are given and some that are earned.Power
- 15A leader who is effective, yet their primary aims and goals are to seek personal power and wealth or cause harm to others.Pseudotransformational Leader
- 16An influence that is based on a manager's appealing traits or resources, such as charisma or the ability to offer an employee a promotion.Referent Power
- 17An influential ability to affect a team member positively through resources, preferred schedules, and additional status.Reward Power
- 18A process through which people influence themselves to achieve the self-direction and self-motivation necessary to perform.Self-Leadership
- 19A person who focuses on the needs, objectives, and aspirations of team members to help them achieve organizational goals.Servant Leader
- 20A collaborative process in which team members share key leadership roles.Shared leadership
- 21A system of ideas that focuses on identifying effective leaders through personal characteristics that are difficult to or cannot be learned.Trait Perspective
- 22focuses on the creation of reward contingencies and exchange relationships that result in a calculative compliance on the part of followers.Transactional Leadership
- 23A person who inspires employees, companies, and industries to innovate and evolve to achieve great goals.Transformational Leaders
- 24involves creating and communicating a higher-level vision in a charismatic way that elicits an emotional response and commitment from the followers.Transformational Leadership
- 25A person born into a position of power and authority and seen by some as having a divine right to power."Great Man" leader
- 26The frequent or habitual absence of employees from work.Absenteeism
- 27The conscious pursuit of purposeful infinite possibilities that are sustainable and stable over time.Abundance
- 28A person's or group's inclinations toward an idea or situation.Attitudes
- 29An ascribed quality or characteristic that is related to a particular individual or situation.Attribution
- 30The management philosophy that using the threat of punishment, power, and legitimacy is required to produce superior results.Authoritarianism
- 31A physical or mental reaction due to stressful and demanding working conditions.Burnout
- 32The quality of being open, frank, and sincere in speech or expression.Candor
- 33Work that is comprised of two types of tasks: pleasureful and purposeful.Challenging Work
- 34In business, the commitment to the overall functions of the team and organizational culture in order to improve performance.Citizenship
- 35The psychological strain that occurs when a person is faced with two or more conflicting cognitions (e.g., beliefs, attitudes, or items of knowledge).Cognitive Dissonance
- 36The degree to which an employee is psychologically devoted to an organization or team.Commitment
- 37The certainty about handling something that a person desires or needs to do.Confidence
- 38The quantifiable efforts produced by an employee, based on that person's role and responsibilities.Contributions
- 39The ability to devise innovative ideas to meet the needs of a particular task or organizational goals.Creativity
- 40Intentional behavior and attitudes that differ from or violate the accepted social norms.Deviance
- 41Actions that show a lack of commitment, lack of trust, fear of confrontation or conflicting opinions, a refusal to accept responsibility, and a tendency to focus on their own individual needs ahead of the team and the organization.Dysfunctional Behaviors
- 42The capacity to recognize and appreciate emotional responses in one's self and others.Emotional Intelligence (EI)
- 43A set of physiological reactions to long-term stress that can be grouped into three stages: alarm, resistance, and exhaustion.General Adaptation Syndrome (GAS)
- 44The variable psychological, behavioral, cultural, and physical dimensions that uniquely distinguish each team member.Individual Differences
- 45Formal or informal agreements intended to entice positive or desirable behaviors.Inducements
- 46Feelings and emotions defined by interest, passion, curiosity, contentment, enthusiasm, satisfaction, and quality of life.Joyful living
- 47The degree to which an individual or team feels in control of circumstances and outcomes.Locus of Control
- 48A pragmatic management philosophy that condones unethical and manipulative behavior if it produces desirable results.Machiavellianism
- 49Taking a position against something or someone even though you know the outcome may be unpopular.Moral Courage
- 50A general dimension of personality where an individual experiences negative mood states, such as anger, disgust, fear, and anxiety.Negative affectivity (NA)
- 51The process by which individuals select, interpret, and organize information in the world around them.Perception
- 52The outward display of affirming emotions, such as happiness, optimism, and encouragement.Positive Affectivity (PA)
- 53Intentional behavior and attitudes that differ from the accepted social norms in an honorable way.Positive Deviance
- 54An informal expectation between employee and organization that determines quality and satisfaction.Psychological contract
- 55An approach that involves continually seeking pathways for possibilities and looking for opportunities to learn and grow.Purposeful Thinking
- 56The probability of loss or undesirable consequences.Risk
- 57The process by which individuals accept information consistent with their values and beliefs, while screening out information that is not aligned with their own needs.Selective Perception
- 58The ability to look objectively at a circumstance and make subjective, principle-based judgment decisions simultaneously.Self-Awareness
- 59The extent to which a person believes in his or her own competence regarding a process or task.Self-Efficacy
- 60The tendency to ascribe characteristics or attributes to a particular group or individual unfairly.Stereotyping
- 61The physiological and emotional reactions experienced by individuals to excessive pressures or demands at work.Stress
- 62A behavioral pattern where individuals tend to be ambitious, assertive, goal oriented, impatient, determined, highly organized, competitive, and aggressive.Type A Personality
- 63A behavioral pattern where individuals tend to be more patient, relaxed, easygoing, and more sensitive to the feelings of others.Type B Personality
- 64The five broad domains of human psychology: openness, conscientiousness, negativity, extraversion, and agreeableness.Big Five personality traits
- 65Relatively stable pattern of traits and characteristics that help to shape a person's behavior and make the person uniquePersonality
- 66Proposes a self-regulatory system involving self-monitoring and behavioral reactions. (involves dual control system of production & reduction discrepancy). Assumes people greater influence over establishing their own performance objectivesSocial Cognitive Theory
- 67Suggests that people regulate their behavior through a process similar to mechanical thermostatsSelf-Regulation theory
- 68Learning through observationVicarious Learning
- 69Suggests that human behavior is best explained by external factors relating to the world in which we live, internal personal factors, and the behavior itself.Triadic reciprocal model of behavior
- 70Created by Dr. Paul Hersey & Ken Blanchard, focuses on directive & supportive; Suggests that leaders can achieve better results when they correctly assess their employee's competence & commitment to achieving a goalSituational Leadership Model
- 71Demonstrates how managers balance their concerns for results and people (plots leader's intensity for results and defines 5 major leadership styles)Managerial/Leadership Grid
- 72Openness Conscientiousness Extraversion Agreeableness NeuroticismO - Share & listen to ideas, fun, delight
C - Thoughtfulness, organization, responsibility
E - Outgoing, sociable, talkative
A - Trusting, forgiving, kind, cooperative
N - Tense, moody, irritable, anxious - 73Enables the team to achieve goals through clear directions, planning tasks, organizing & prioritizing team member actions, and defining a foreseeable path to successDirective Behavior
- 74Encourages positive interpersonal relationships and ensures that team members are comfortable with current circumstancesSupportive behavior
- 75______ help team members achieve goalsTask behaviors
- 76______ enable team members to be satisfied with one another and their positionRelationship behaviors
- 77Focus on building interpersonal relationships (more effective leader behavior)Employee oriented
- 78Focus on task completionProduction oriented
- 79According to Path Goal theory, the appropriate leader behavior for a complex, challenging, or ambiguous taskAchievement-Oriented Behavior
- 804 types of leader behavior?Directive
supportive
achievement oriented
participative - 813 types of of Self-Leadership?Behavior-focused strategies
Natural Reward strategies
Constructive thought strategies - 823 stages of GAS?Alarm
Resistance
Exhaustion - 83A _____ leader has little respect for his/her subordinates, tends to take credit for their ideas, and rules with fearmachiavellianism
- 84Created by C.G. Jung, an introspective self-report questionnaire designed to indicate psychological preferences in how people perceive the world around them and make decisionsMyers Briggs Type Indicator
- 85Leadership Example?Missing Wrench example
- 86Old Norse (Norwegian) word meaning to determine the course of a shipLaed
- 87Leader type that focuses on commands, authority/position power, and subordinates respond by acting out of fearStrongman (Great Man)
- 88Examples of Strongman (Great Man)?John Wayne, Bobby Knight, Bossasauras Rex, John F. Kennedy
- 89Leader type that focuses on rewards, and subordinates respond by calculative complianceTransactor
- 90Example of Transactional Leadership?Mary Kay Ina, Scooby Snacks
- 91Leader type that focuses on vision, relational/inspirational power, and subordinates respond by emotional commitmentTransformational (Visionary Hero)
- 92Example of transformational leadership (visionary hero) ?MLK
- 93Leader type that focuses on self-leaders, shared power, and subordinates respond by commitment based on ownershipEmpowering Leader (Superleader)
- 94Examples of Empowering leadership (Superleader)?Southwest Airlines CEO Herbert Kelleher,
and coach Phil Jackson - 95What type of leader was Captain Queeg? What type of leader was Colonal Chamberlain?Queeg = StrongMan(GreatMan)
Chamberlain = Visionary (transformational) and Superleader (Empowering) - 96In "The Odd Couple", Felix was ________, while Oscar was ______.Felix = uptight, worrysome, neat, tidy, hypochondriac
Oscar = Carefree & laid back - 97Self-leadership strategy described by: Self Observation Self Goal Setting Self Rewards Self correcting feedback (self punishment) Practice Self-cueingBehavior Focused Strategies
- 98Self-Leadership strategy described by: Building more pleasant and enjoyable features into a given task/activity Focusing attention on the naturally rewarding aspects of the taskNatural-Reward Strategy
- 99Example of Natural Reward Strategy?Mary Poppins - jobs can be perceived as games to make them fun
- 100Self-Leadership strategy described by: Thought patterns (opportunity thinking, obstacle thinking, self-talk, mental imagery, beliefs & assumptions)Constructive Thought Strategy
- 101Example of Constructive Thought Strategy?Poem: You Can if You Believe!
- 102Focus on worthwhile challenges, opportunities, and constructive approaches to difficult & unpleasant situationsOpportunity thinking
- 103A focus on reasons to give up and retreat from problems and difficultiesObstacle Thinking
- 104What we covertly tell ourselvesSelf-talk
- 105The creation & symbolic experience of behavioral outcomes prior to actual performanceMental imagery
- 106Example of Mental Imagery?Scenes from the movie "Hitch" (teaching the fat guy to dance and flirt)
- 107Irrational, inaccurate, or dysfunctional _______ can result in distorted thought processes that hinder personal effectiveness & often lead to depressionbeliefs & assumptions
- 108Example of beliefs & assumptions?Poem: You Can if You Believe!
- 109Approach to leadership: Based on the assumption that good leaders are born, not made Individuals with certain personal characteristics make the best leadersTrait Approach
- 110Approach to leadership: An attempt to isolate and identify behaviors common to effective leaders Such behaviors could be systemized & taughtBehavioral Approach
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- Managing Individuals and Teams FlashCards sobre Managing IT Exam 3 Flashcards, criado por Faizan Ahmed em 30-03-2017.
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- Faizan Ahmed
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