Chapter 10
Chapter 12
work group A group that interacts primarily to
share information and to make decisions to help
each group member perform within his or her
area of responsibility.
leadership The ability to influence a group
toward the achievement of a vision or set of
goals.
work team A group whose individual efforts
result in performance that is greater than the
sum of the individual inputs.
problem-solving teams Groups of 5 to 12
employees from the same department who
meet for a few hours each week to discuss ways
of improving quality, efficiency, and the work
environment.
self-managed work teams Groups of 10 to 15
people who take on responsibilities of their
former supervisors.
cross-functional teams Employees from about
the same hierarchical level, but from different
work areas, who come together to accomplish a
task.
virtual teams Teams that use computer
technology to tie together physically dispersed
members in order to achieve a common goal.
multiteam systems Systems in which different
teams need to coordinate their efforts to
produce a desired outcome.
organizational demography The degree to
which members of a work unit share a common
demographic attribute, such as age, sex, race,
educational level, or length of service in an
organization, and the impact of this attribute on
turnover.
reflexivity A team characteristic of reflecting on
and adjusting the master plan when necessary.
mental models Team members’ knowledge and
beliefs about how the work gets done by the
team.
trait theories of leadership Theories that
consider personal qualities and characteristics
that differentiate leaders from non-leaders.
behavioral theories of leadership Theories
proposing that specific behaviors differentiate
leaders from nonleaders.
consideration The extent to which a leader is
likely to have job relationships characterized by
mutual trust, respect for subordinates’ ideas,
and regard for their feelings.
employee-oriented leader A leader who
emphasizes interpersonal relations, takes a
personal interest in the needs of employees,
and accepts individual differences among
members.
initiating structure The extent to which a leader
is likely to define and structure his or her role
and those of subordinates in the search for goal
attainment.
production-oriented leader A leader who
emphasizes technical or task aspects of the job.
Fiedler contingency model The theory that
effective groups depend on a proper match
between a leader’s style of interacting with
subordinates and the degree to which the
situation gives control and influence to the
leader.
least preferred co-worker (LPC) questionnaire
An instrument that purports to measure
whether a person is task or relationship
oriented.
leader–member relations The degree of
confidence, trust, and respect subordinates
have in their leader.
task structure The degree to which job
assignments are procedurized.
position power Influence derived from one’s
formal structural position in the organization;
includes power to hire, fire, discipline, promote,
and give salary increases
situational leadership theory (SLT) A
contingency theory that focuses on followers’
readiness.
path–goal theory A theory that states that it is
the leader’s job to assist followers in attaining
their goals and to provide the necessary
direction and/or support to ensure that their
goals are compatible with the overall objectives
of the group or organization.
leader-participation model A leadership theory
that provides a set of rules to determine the
form and amount of participative decision
making in different situations.
leader–member exchange (LMX) theory A
theory that supports leaders’ creation of ingroups and out-groups; subordinates with ingroup status will have higher performance
ratings, less turnover, and greater job
satisfaction.
charismatic leadership theory A leadership
theory that states that followers make
attributions of heroic or extraordinary
leadership abilities when they observe certain
behaviors.
3. Sensitivity to follower needs. Perceptive of
others’ abilities and responsive to their needs
and feelings.
4. Unconventional behavior. Engages in
behaviors that are perceived as novel and
counter to norms
vision A long-term strategy for attaining a goal
or goals.
vision statement A formal articulation of an
organization’s vision or mission.
Characteristics of Transactional and
Transformational Leaders
Transactional Leader
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Key Characteristics of a Charismatic Leader
1. Vision and articulation. Has a vision—
expressed as an idealized goal—that proposes a
future better than the status quo; and is able to
clarify the importance of the vision in terms
that are understandable to others.
2. Personal risk. Willing to take on high personal
risk, incur high costs, and engage in selfsacrifice
to achieve the vision.
Contingent Reward: Contracts exchange
of rewards for effort, promises rewards
for good performance, recognizes
accomplishments.
Management by Exception (active):
Watches and searches for deviations
from rules and standards, takes correct
action.
Management by Exception (passive):
Intervenes only if standards are not
met.
Laissez-Faire: Abdicates
responsibilities, avoids making
decisions.
Transformational Leader
Idealized Influence: Provides vision and
sense of mission, instills pride, gains
respect and trust.
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Inspirational Motivation:
Communicates high expectations, uses
symbols to focus efforts, expresses
important purposes in simple ways.
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Intellectual Stimulation: Promotes
intelligence, rationality, and careful
problem solving.
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Individualized Consideration: Gives
personal attention, treats each
employee individually, coaches, advises.
Transactional leaders Leaders who guide or
motivate their followers in the direction of
established goals by clarifying role and task
requirements.
transformational leaders Leaders who inspire
followers to transcend their own self-interests
and who are capable of having a profound and
extraordinary effect on followers.
authentic leaders Leaders who know who they
are, know what they believe in and value, and
act on those values and beliefs openly and
candidly. Their followers would consider them
to be ethical people.
socialized charismatic leadership A leadership
concept that states that leaders convey values
that are other centered versus self centered
and who role-model ethical conduct.
servant leadership A leadership style marked by
going beyond the leader’s own self-interest and
instead focusing on opportunities to help
followers grow and develop.
trust A positive expectation that another will
not act opportunistically.
mentor A senior employee who sponsors and
supports a lessexperienced employee, called a
protégé.
attribution theory of leadership A leadership
theory that says that leadership is merely an
attribution that people make about other
individuals.
substitutes Attributes, such as experience and
training, that can replace the need for a leader’s
support or ability to create structure.
neutralizers Attributes that make it impossible
for leader behavior to make any difference to
follower outcomes.
identification-based trust Trust based on a
mutual understanding of each other’s
intentions and appreciation of each other’s
wants and desires.
Chapter 14
conflict A process that begins when one party
perceives that another party has negatively
affected, or is about to negatively affect,
something that the first party cares about.
traditional view of conflict The belief that all
conflict is harmful and must be avoided.
interactionist view of conflict The belief that
conflict is not only a positive force in a group
but also an absolute necessity for a group to
perform effectively.
functional conflict Conflict that supports the
goals of the group and improves its
performance.
dysfunctional conflict Conflict that hinders
group performance.
relationship conflict Conflict based on
interpersonal relationships.
conflict process A process that has five stages:
potential opposition or incompatibility,
cognition and personalization, intentions,
behavior, and outcomes.
task conflict Conflict over content and goals of
the work.
process conflict Conflict over how work gets
done.
perceived conflict Awareness by one or more
parties of the existence of conditions that
create opportunities for conflict to arise.
felt conflict Emotional involvement in a conflict
that creates anxiety, tenseness, frustration, or
hostility
mediator A neutral third party who facilitates a
negotiated solution by using reasoning,
persuasion, and suggestions for alternatives.
intentions Decisions to act in a given way.
arbitrator A third party to a negotiation who has
the authority to dictate an agreement.
competing A desire to satisfy one’s interests,
regardless of the impact on the other party to
the conflict.
collaborating A situation in which the parties to
a conflict each desire to satisfy fully the
concerns of all parties.
avoiding The desire to withdraw from or
suppress a conflict.
accommodating The willingness of one party in
a conflict to place the opponent’s interests
above his or her own.
compromising A situation in which each party to
a conflict is willing to give up something.
conflict management The use of resolution and
stimulation techniques to achieve the desired
level of conflict.
negotiation A process in which two or more
parties exchange goods or services and attempt
to agree on the exchange rate for them.
distributive bargaining Negotiation that seeks to
divide up a fixed amount of resources; a win–
lose situation.
fixed pie The belief that there is only a set
amount of goods or services to be divvied up
between the parties.
integrative bargaining Negotiation that seeks
one or more settlements that can create a win–
win solution
BATNA The best alternative to a negotiated
agreement; the least the individual should
accept.
conciliator A trusted third party who provides
an informal communication link between the
negotiator and the opponent.