FBLA Organizational Leadership COMBINED
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1. Interpersonal Leader, Figurehead, Liaison (close relationships with others)
Roles
2. Informational Monitor, Disseminator, Spokesperson
Roles
3. Decisional Roles Entrepreneur, Disturbance handler, Resource Allocator, negotiator
4. Employee cen- emphasizes interpersonal relationships and is sometimes associated with a par-
tered ticipatory approach in which leaders seek to involve other people in the process.
focus on their employees more than the broad technical aspects of the job.
5. Job Centered closely supervise subordinates to make sure they perform their tasks following
the specified procedures. This type of leader relies on reward, punishment, and
legitimate power to influence the behaviour of followers
6. Employee cen- employee-centred leadership style which corresponds with transformational
tered V.S. Job leadership style rather than the transactional style of Job Centered
Centered
7. Motivation the process of moving from need to motive to behavior to consequence to
Process satisfaction or dissatisfaction
8. Two factor theo- This theory implies that for the happiest and most productive workforce, you need
ry to work on improving both motivator and hygiene factors.
9. Mediator Neutral 3rd party helps resolve conflict
10. Arbitrator Neutral 3rd party makes binding decision to resolve conflict
11. Groupthink Members of group agree on decision not on basis of merit but b/c they dont want
to risk rejection for questioning the majority view
12.
, FBLA Organizational Leadership COMBINED
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Maslow's Hierar- (level 1) Physiological Needs
chy of Needs (level 2) Safety and Security
Theory (level 3) Relationships, Love and Affection
(level 4) Self Esteem
(level 5) Self Actualization
could not be met until step before was met
13. Achievement Mo- explain and predict behavior & performance based on persons need for achieve-
tivation Theory ment power and affiliation
14. Hawthorne Theo- employees became motivated to work harder as a response to the attention being
ry paid to them
15. Equity Theory a theory that states that people will be motivated when they perceive that they are
being treated fairly
16. Expectancy Theo- The theory that workers become motivated when they believe that their efforts will
ry produce valued outcomes
17. Reinforcement attempts to explain behavior change by suggesting that behavior with positive
Theory consequences tends to be repeated, whereas behavior with negative conse-
quences tends not to be repeated
18. Goal-Setting the- the proposition that specific goals increase performance and that difficult goals,
ory when accepted, result in higher performance than do easy goals
19. Professional Net- making and using contacts with individuals, groups, and other firms to exchange
working career information
20. sender the originator of the message in the communication process
21. Receiver recipient
22. Message whatever a speaker communicates to someone else
, FBLA Organizational Leadership COMBINED
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23. feedback The receiver's response to a message
24. Approaches to 1. Give entire message assuming it has been conveyed with mutual understand-
getting feedback ing
2. Ask if they have questions
25. Nonverbal Com- Influences how the audience views you and can give an entire different take on
munication the message given
26. Leader - Member relationship-based approach to leadership that focuses on the two-way relation-
exchange theory ship between leaders and followers.
27. Dyadic relation- describes interaction between two people
ship
28. characteristics of enthusiasm
effective follower knows responsibilities
exhibit leadership pride
29. Social loafing phenomenon of a person exerting less effort to achieve a goal when they work in
a group than when they work alone.
30. Functional Teams group of people with a common functional expertise working toward shared
objectives.raditional corporate teams often coinciding with a whole department
31. Cross Functional group of people with different functional expertise working toward a common
Teams goal. Includes employees from all levels of an organization.
32. Self-managed mall group of employees whose members determine, plan, and manage their
Teams day-to-day activities and duties under reduced or no supervision.
33. Crisis Manage- process by which a business or other organization deals with a sudden emergency
ment situation.
, FBLA Organizational Leadership COMBINED
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34. Change Process The series of ongoing efforts applied to managing a change.
35. Individual lead- the ability to define a direction for your leadership and life, and to move in that
ership direction with consistency and clarity.
36. Organizational dual focused management approach that works towards what is best for individ-
Leadership uals and what is best for a group as a whole simultaneously
37. Traits of an effec- 1. Emotional Stability
tive Leader 2. social boldness
3. Enthusiasm
4. Tough Mindedness
5. Dominance
38. Leader motive Includes a high need for power, which is socialized that is greater than the need
profile for affiliation and with a moderate need for achievement.
39. Theory X and Douglas McGregor. Theory X: managers believe employees inherently dislike work
Theory Y styles of and therefore must be directed into performing it. Theory Y: managers assume
Leadership employees can view work as being as natural as play, and therefore average
person can learn to accept, and even seek responsibility.
40. Pygmalion Effect phenomenon whereby higher expectations lead to an increase in performance.
41. characteristics of shows respect all members of the team by listening to them attentively, valuing
ethical leaders their contributions, being compassionate, and being generous while considering
opposing viewpoints.
42. Conflict resolu- the process of ending a conflict through cooperation and problem solving
tion
43. stewardship job of supervising or taking care of something, such as an organization or prop-
erty.
Study online at https://quizlet.com/_7v973a
1. Interpersonal Leader, Figurehead, Liaison (close relationships with others)
Roles
2. Informational Monitor, Disseminator, Spokesperson
Roles
3. Decisional Roles Entrepreneur, Disturbance handler, Resource Allocator, negotiator
4. Employee cen- emphasizes interpersonal relationships and is sometimes associated with a par-
tered ticipatory approach in which leaders seek to involve other people in the process.
focus on their employees more than the broad technical aspects of the job.
5. Job Centered closely supervise subordinates to make sure they perform their tasks following
the specified procedures. This type of leader relies on reward, punishment, and
legitimate power to influence the behaviour of followers
6. Employee cen- employee-centred leadership style which corresponds with transformational
tered V.S. Job leadership style rather than the transactional style of Job Centered
Centered
7. Motivation the process of moving from need to motive to behavior to consequence to
Process satisfaction or dissatisfaction
8. Two factor theo- This theory implies that for the happiest and most productive workforce, you need
ry to work on improving both motivator and hygiene factors.
9. Mediator Neutral 3rd party helps resolve conflict
10. Arbitrator Neutral 3rd party makes binding decision to resolve conflict
11. Groupthink Members of group agree on decision not on basis of merit but b/c they dont want
to risk rejection for questioning the majority view
12.
, FBLA Organizational Leadership COMBINED
Study online at https://quizlet.com/_7v973a
Maslow's Hierar- (level 1) Physiological Needs
chy of Needs (level 2) Safety and Security
Theory (level 3) Relationships, Love and Affection
(level 4) Self Esteem
(level 5) Self Actualization
could not be met until step before was met
13. Achievement Mo- explain and predict behavior & performance based on persons need for achieve-
tivation Theory ment power and affiliation
14. Hawthorne Theo- employees became motivated to work harder as a response to the attention being
ry paid to them
15. Equity Theory a theory that states that people will be motivated when they perceive that they are
being treated fairly
16. Expectancy Theo- The theory that workers become motivated when they believe that their efforts will
ry produce valued outcomes
17. Reinforcement attempts to explain behavior change by suggesting that behavior with positive
Theory consequences tends to be repeated, whereas behavior with negative conse-
quences tends not to be repeated
18. Goal-Setting the- the proposition that specific goals increase performance and that difficult goals,
ory when accepted, result in higher performance than do easy goals
19. Professional Net- making and using contacts with individuals, groups, and other firms to exchange
working career information
20. sender the originator of the message in the communication process
21. Receiver recipient
22. Message whatever a speaker communicates to someone else
, FBLA Organizational Leadership COMBINED
Study online at https://quizlet.com/_7v973a
23. feedback The receiver's response to a message
24. Approaches to 1. Give entire message assuming it has been conveyed with mutual understand-
getting feedback ing
2. Ask if they have questions
25. Nonverbal Com- Influences how the audience views you and can give an entire different take on
munication the message given
26. Leader - Member relationship-based approach to leadership that focuses on the two-way relation-
exchange theory ship between leaders and followers.
27. Dyadic relation- describes interaction between two people
ship
28. characteristics of enthusiasm
effective follower knows responsibilities
exhibit leadership pride
29. Social loafing phenomenon of a person exerting less effort to achieve a goal when they work in
a group than when they work alone.
30. Functional Teams group of people with a common functional expertise working toward shared
objectives.raditional corporate teams often coinciding with a whole department
31. Cross Functional group of people with different functional expertise working toward a common
Teams goal. Includes employees from all levels of an organization.
32. Self-managed mall group of employees whose members determine, plan, and manage their
Teams day-to-day activities and duties under reduced or no supervision.
33. Crisis Manage- process by which a business or other organization deals with a sudden emergency
ment situation.
, FBLA Organizational Leadership COMBINED
Study online at https://quizlet.com/_7v973a
34. Change Process The series of ongoing efforts applied to managing a change.
35. Individual lead- the ability to define a direction for your leadership and life, and to move in that
ership direction with consistency and clarity.
36. Organizational dual focused management approach that works towards what is best for individ-
Leadership uals and what is best for a group as a whole simultaneously
37. Traits of an effec- 1. Emotional Stability
tive Leader 2. social boldness
3. Enthusiasm
4. Tough Mindedness
5. Dominance
38. Leader motive Includes a high need for power, which is socialized that is greater than the need
profile for affiliation and with a moderate need for achievement.
39. Theory X and Douglas McGregor. Theory X: managers believe employees inherently dislike work
Theory Y styles of and therefore must be directed into performing it. Theory Y: managers assume
Leadership employees can view work as being as natural as play, and therefore average
person can learn to accept, and even seek responsibility.
40. Pygmalion Effect phenomenon whereby higher expectations lead to an increase in performance.
41. characteristics of shows respect all members of the team by listening to them attentively, valuing
ethical leaders their contributions, being compassionate, and being generous while considering
opposing viewpoints.
42. Conflict resolu- the process of ending a conflict through cooperation and problem solving
tion
43. stewardship job of supervising or taking care of something, such as an organization or prop-
erty.
