transactional leadership
making sure people are getting the job right, giving advice
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| Term | Definition |
|---|---|
| transactional leadership | making sure people are getting the job right, giving advice |
| transformational leadership | inspiring, motivating, connecting with people |
| situational/contingent leadership | changing leadership style based on the situation |
| paralanguage | tone, tempo, words stressed |
| body language | facial expressions, gestures, posture, eye contact |
| communication process | sending information through the noise to the receiver |
| step one of the communication process | the message gets encoded |
| step two of the communication process | passes through the channel of communication through the noise |
| step three of the communication process | the message being received and decoded |
| step four of the communication process | after its decoded, feedback is send to the sender through the noise |
| step one of feedback model | observation of concrete behavior |
| step two of feedback model | impact of behavior |
| step three of feedback model | of whom the impact was on |
| formal network | focuses on who REPORTS to who |
| informal network | who TALKS to who |
| formal authority | the official boss, has final say |
| relevance | works on core/main tasks of the organization |
| centrality | works at HQ, with all the big bosses |
| Autonomy | creates their own schedule, work from home, more choices |
| visibility | ability to be seen across the organization |
| uniqueness | irreplaceable, uniqueness of contribution |
| formal AND personal power | influence through the role, visibility, and position |
| personal power | expert, referent, effort, track record |
| expert in regards to personal power | ability to influence others through experiences |
| referent in regards to personal power | ability for others to identify and respect you |
| psycological effects of too much power | self serving bias, in group bias, system justification |
| self serving bias | blaming everyone else when things go wrong, and giving self credit for when things go right |
| in group bias | favoring own group over others |
| system justification | Motivation to defend and justify social systems. |
| behavioral effects of too much power | risk taking, decreased perspective taking, creating rules that benefit the group, speaking out of turn |
| effects of powerlessness | blind obedience, disengagement and neglect, rebellion |
| influence principals | reciprocity, liking, consistency, authority, scarcity |
| reciprocicity | people want to repay in kind |
| liking | like ppl who like them |
| Consistency | ppl align with CLEAR commitments |
| authority | ppl defer to experts |
| scarcity | ppl want MORE of whats less |
| BATNA | best alternative to a negotiated agreement |
| Reservation Price | lowest ur willing to go |
| zone of agreement | range between buyer and seller's reservation prices |
| target/aspiration price | the ideal agreement |
| negotiation techniques | anchoring, countering, concessions |
| Anchoring in negotiation | a first offer that is favorable to you |
| how to anchor in negotiation | prepare legit rationale, use when well prepared |
| countering in negotiation for aggressive offers | make an equally extreme counter offer, ask for explanantion, threaten to walk away if you are serious |
| countering in negotiation for agressive offers | body language |
| concessions in negotiation | dont accept the first offer, allow for concessions, signal info with concessions. |
| distributive negotiation | key issues are valued EQUALLY, not a continous agreement |
| intergrative negotiation | potential to expand the "pie", carefully sharing info, focusing on interest |
| compatible negotiation | both parties seeking the same thing |
| diversity | characteristic of a group of people where differences exist on more relevant dimensions such as gender |
| diversness | a GROUP of people are diverse |
| equity | fair treatment and equality of opportunity, info, and access |
| inclusion | active contribution and participation of all |
| cross culture integration for experts | dial it down, adjust vocab |
| cross culture integration for non | experts |
| cross culture integration for managers | take responsibility for good interactions btw experts and non experts |
| job analysis | KSAO |
| Work factor K | Knowledge |
| Work Factor S | Skills |
| Skill | psycomotor |
| Work factor a | Ability |
| Ability | cognitive |
| Work factor o | other |
| other | personality |
| selection process | initial, substantive, contingent |
| initial selection | resume scan, basic requirement check |
| substantive selection | the less qualified are rejected |
| contingent selection | background check/drug tests |
| BAD ways to measure KSAO | reference checks, unstructured interviews,brain teasers |
| organizational culture | shared values, beliefs, perceptions of organizational employees |
| What does organizational culture do? | communicated unwritten rules, creates sense of identity, behavioral predictability, commitment to philosophy |
| where does culture come from? | history,imprint, top role manager, employee selection,rites, lingo |
| the change process | unfreeze |
| unfreeze | establish need for change |
| transform | identify source of resistance, build support, measure progress |
| refreeze | institutionalize the change, make sure other support change, prepare for next change |
| gap analysis | diagnose gaps between where it currently is and where it should be |
| how to diagnose gap | measuring performance/benchmarks, surveys, market research |
| why is there resistance to change? | desire, ability,opportunity, and change itself |
| RTC -desire | dislike of new direction |
| RTC -ability | change isnt understood |
| RTC -opportunity | beaurocracy, "Red tape" |
| how to manage resistance to change? | Education, participation, facilitation, negotiation, manipulation, coercion |
| RTC -education | communicating information |
| RTC -participation | input of planning from employees |
| RTC -facilitation | providing resources |
| RTC -negotiation | emphasize gains, demphasize loss |
| RTC -manipulation | token involvement |
| RTC -coercion | direct or indirect threats |