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| use of power and influence to direct the activities of followers toward goal achievement | leadership |
| ability to influence behavior of others and resist unwanted influence in return | power |
| derived from a position of authority inside the organization and is sometimes referred to as "formal authority" | legitimate power |
| exists when someone has control over the resources or rewards another person wants | reward power |
| when a person has control of punishment in an organization | coercive power |
| derived from a persons expertise, skill, or knowledge on which others depend | expert power |
| exists when others have a desire to identify and be associated with a person | referent power |
| degree to which people have alternatives in accessing resources | substitutability |
| degree to which managers have the right to make decisions on their own | discretion |
| represents how important a persons job is how many people depend on that person to accomplish their tasks | centrality |
| how aware others are of a leaders power and position | visibility |
| use of an actual behavior that causes behavioral or attitudinal changes in others | influence |
| use of logical arguments and hard facts to show the target that the request is a worthwhile one | rational persuasion |
| tactic designed to appeal to the targets values and and ideals, thereby creating an emotional and attitudinal reaction | inspirational appeal |
| occurs when the target is allowed to participate in deciding how to carry out or implement a request | consultation |
| attempting to make it easier for the target to complete the request | collaboration |
| use of flavors, complements, or friendly behavior to make the target feel better about the influencer | ingratiation |
| when the requestor asks for something based on personal friendship or loyalty | personal appeal |
| used when the requestor offers a reward or resource to the target in return for performing the request | exchange tactic |
| occurs when the requestor clearly explains why performing the request will benefit the target | apprising |
| use of coercive power through threats and demands | pressure |
| occurs when the influencer enlists other people to help influence the target | coalitions |
| target of influence agrees with and becomes committed to the influence request | internalization |
| target of influence are willing to do what the leader asks, but they do it to the degree of ambivalence | compliance |
| target refuses to perform the influence request and puts forth an effort to avoid having to do it | resistance |
| seen as actions by individuals that are directed toward the goal of furthering their own self interest | organizational politics |
| ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives | political skill |
| adeptness at identifying and developing diverse contacts | networking ability |
| tendency to observe others and accurately interpret their behavior | social astutness |
| involves having an unassuming and convincing personal style thats flexible enough to adapt to different situation | interpersonal influence |
| occurs when one party attempts to get his or her own goals met wihtout concern for the other partys results | competing |
| occurs when on party wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down | avoiding |
| occurs when one party gives in to the other and acts in a completely unselfish way | accommodating |
| occurs when both parties work together to maximize outcomes | collaboration |
| occurs when conflict is resolved through give and take concessions | compromise |
| process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different perspectives | negotiation |
| involves a win-lose negotiating over a fixed-pie of resources | distributive bargaining |
| aimed at accomplishing a win-win scenario | integrative bargaining |
| each party determines what its goals are for the negotiation and whether or not the other party has anything to offer | preparation |
| each party makes a case for its position and attempts to put all favorable information on the table | exchanging information |
| goal is for each party to walk away feeling like it has gained something of value | bargaining |
| entails the process of formalizing an agreement reached during the previous stage | closing and commitment |
| process by which two parties resolve conflicts through the use of specially trained, neutral third party | alternative dispute resolution |
| requires a third party to facilitate the dispute resolution process, though this third part has no formal authority to dictate a solution | mediation |
| occurs when a third party determines a binding settlement to a dispute | arbitration |
| use of power and influence to direct the activities of followers toward goal achievement | leadership |
| describes how leader-member relationships develop | leader-member exchange theory |
| manager describes role expectations to an employee and the employee attempts to fulfill those | role taking phase |
| employees own expectations for the dyad get mixed in with those of the leader | role making phase |
| degree top which leaders actions result in the achievement of the units goals, the continued commitment of the units employees, and the development of mutual trust, respect, and obligation in leader-member dyads | leader effectiveness |
| who becomes a leader in the first place | leader emergence |
| the leader makes the decision alone without asking for the opinions or suggestions of the employees in the work unit | autocratic style |
| the leader presents the problem to individual employees or a group of employees, asking for their opinions and suggestions before ultimately making the decision him or herself | consultative style |
| leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone elses | facilitative style |
| leader gives and individual employee or group of employees the responsibility for making the decision within some boarders | delegative styles |
| is the decision significant to the success of the project or the organization | decision significance |
| it is important that the employers "buy in" to the decision | importance of commitment |
| does the leader have the significant knowledge or expertise regarding the problem | leader expertise |
| how likely is it that employees will trust the leaders decision and commit to it | likelihood of commitment |
| do employees share and support the same objectives, or do they have an agenda of their own | shared objectives |
| do employees have significant knowledge or expertise regarding the problem | employee expertise |
| do the employees have the ability to work together to solve the problem, or will they struggle with conflict or inefficiencies | teamwork skills |
| reflects the extent to which the leader defines and structures the roles of employees in pursuit of goal attainment | initiating structure |
| reflects the extent to which leaders create job relationships characterized by mutual trust, respect, for employee ideas, and consideration of employee feelings | consideration |
| degree to which employees have the ability and the willingness to accomplish their specific tasks | readiness |
| the leader provides specific instructions and closely supervises performance | telling |
| high initiating structure, low consideration | telling |
| the leader supplements his or her directing with support and encouragement to protect the confidence levels of the employees | selling |
| high initiating structure, high consideration | selling |
| the leader shares ideas and tries to help the group conduct affairs | participating |
| low initiating structure, high consideration | participating |
| the leader turns responsibility for key behaviors over to the employees | delegating |
| low initiating structure, low consideration | delegating |
| inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives | transformational leadership |
| avoidance of leadership altogether | laissez-faire leadership |
| occurs when the leader rewards or disciplines the follower depending on the adequacy of the followers performance | transactional leadership |
| leader waits around for mistakes and errors, then takes corrective action as necessary | passive management-by-exception |
| leader arranges to monitor mistakes and errors actively and again takes corrective action when required | active management-by-exception |
| leader attains follower agreement on what needs to be done using promised or actual rewards in exchange for adequate performance | contingent reward |
| behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader | idealized influence |
| behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future | inspirational motivation |
| behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways | intellectual stimulation |
| behaving in ways that help followers achieve their potential through coaching, development, and mentoring | individualized consideration |
| suggests that certain characteristics of the situation can constrain the influence of the leader, making it more difficult for the leader to influence employee performance | substitutes for leadership model |
| reduce the importance of the leader while simultaneously providing a direct benefit to employee performance | substitute |
| only reduces the importance of the leader | neutralizers |
| correlating previous collected test scores with the employees actual job performance | predictive validation |
| use of logic and job analysis to determine that selection techniques measure the exact skills needed for job performance | content validation |
| shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviors of its employees | organizational culture |
| manifestations of an organizations culture that employees can easily see or talk about | observable artifacts |
| can be found throughout an organization, from its corporate logo to the images it places on its web site to the uniform of its employees | symbols |
| organizations building and internal office design | physical structure |
| jargon, slang, and slogans used within the walls of an organization | language |
| anecdotes, accounts, legends, and myths that are passed down from cohort to cohort within an organization | stories |
| daily or weekly planned routines that occur in an organization | rituals |
| formal events, generally performed in front of an audience of organizational members | ceremonies |
| taken for granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behavior in a given situation | basic underlying assumptions |
| organization culture type in which employees are distant and disconnect from one another | fragmented culture |
| organizational culture type in which employees think alike but are not friendly to one another | mercenary type |
| organizational culture type in which employees are friendly to one another and all think alike | communal culture |
| organizational culture type in which employees are friendly to one another, but everyone thinks differently and does his or her own thing | networked culture |
| specific culture type focused on safety of employees | safety culture |
| specific culture type focused on fostering or taking advantage of a diverse group of employees | diversity culture |
| specific culture type focused on fostering a creative atmosphere | creativity culture |
| exists when employees definitely agree about the way things are supposed to happen within the organization | culture strength |
| unite a smaller subset of the organizations employees | subculture |
| exists when a subcultures values do not match those of the organization | countercultures |
| holds that potential employees will be attracted to organizations whose cultures match their own personality | attraction-selection-attrition (ASA) framework |
| primary purpose by which employees learn the social knowledge that enables them to understand and adapt to the organizations culture | socialization |
| happens prior to an employee spending even one second on the job | anticipatory stage |
| begins the day an employee starts work | encounter stage |
| mismatch of information that occurs when an employee finds that aspects of working at a company are not what the employee expected it to be | reality shock |
| final stage of socialization, during which newcomers come to learn the content areas of socialization and internalize the norms and expected behavior of the organization | understanding and adaptation |
| degree to which a persons personality and values match the culture of an organization | person-organization fit |
| process of ensuring that a potential employee understands both the positive and the negative aspects of the potential job | realistic job preview (RJP) |
| common form of training during which new hires to learn more about the organization | newcomer orientation |
| process by which a junior level employee develops a deep and long lasting relationship with a more senior level employee within the organization | mentoring |
Is the use of power and influence to direct the activities of followers toward goal achievement multiple choice question?
Leadership can be defined as the use of power and influence to direct the activities of followers toward goal achievement.
What is the influence of power?
Become a positive leader by balancing power and influence
Power is the ability to impose your will on others, whereas influence is the ability to deeply affect behaviors and beliefs.
Which of the following power defined as the right to influence the activities of other based on job title or position?
Position power is the power given to the leader by the organization. It's the power granted to the leader based on the job title.
What are three aspects that impact power quizlet?
Legitimizing or Pressure Tactics..
Ingratiation..
Exchange..