WGU C484 LEADERSHIP PRE ASSESSMENT- Review Rated 100% Correct

WGU C484 LEADERSHIP PRE ASSESSMENT- Review Rated 100% Correct personality *** Enduring characteristics that describe an individual's behavior Heredity *** Factors determined at conception; one's biological, physiological, and inherent psychological makeup personality traits *** Enduring characteristics that describe an individual's behavior Big Five model *** A personality assessment model that taps five basic dimensions extroversion *** A Big Five personality dimension describing someone who is sociable, gregarious, and assertive agreeableness *** A Big Five personality dimension that describes someone who is good-natured, cooperative, and trusting conscientiousness *** A Big Five personality dimension that describes someone who is responsible, dependable, persistent, and organized emotional stability *** A Big Five personality dimension that characterizes someone as calm, self-confident, secure (positive) versus nervous, depressed, and insecure (negative) openness to experience *** A personality dimension that characterizes someone in terms of imagination, sensitivity, and curiosity core self-evaluation *** Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person Machiavellianism *** The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means narcissism *** The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement self-monitoring *** A personality trait that measures an individual's ability to adjust his or her behavior to external, situational factors proactive personality *** People who identify opportunities, show initiative, take action, and persevere until meaningful change occurs Other-orientation *** A personality trait that reflects the extent to which decisions are affected by social influences and concerns vs. our own well-being and outcomes values *** Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence (content & intensity) value system *** A hierarchy based on a ranking of an individual's values in terms of their intensity terminal values *** Desirable end-states of existence; the goals a person would like to achieve during his or her lifetime instrumental values *** Preferable modes of behavior or means of achieving one's terminal values personality-job fit theory *** A theory that identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover person-organization fit *** Argues that people are attracted to and selected by organizations that match their values, and they leave organizations that are not compatible with their personalities power distance *** A national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally masculinity *** A national culture attribute that describes the extent to which the culture favors traditional masculine work roles of achievement, power, and control. Societal values are characterized by assertiveness and materialism. femininity *** A national culture attribute that indicates little differentiation between male and female roles; a high rating indicates that women are treated as the equals of men in all aspects of the society. uncertainty avoidance *** A national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them. long-term orientation *** A national culture attribute that emphasizes the future, thrift, and persistence short-term orientation *** A national culture attribute that emphasizes the past and present, respect for tradition, and fulfillment of social obligations perception *** A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment perceiver, situation, target *** The factors in these three areas influence perception attribution theory *** An attempt to determine whether an individual's behavior is internally or externally caused internally caused *** Behaviors are those we believe to be under the personal control of the individual externally caused *** Behaviors that we imagine the situation forced the individual to do Distinctiveness *** Term for whether an individual displays different behaviors in different situations consensus *** Term for when everyone who faces a similar situation responds/behaves in the same way consistency *** Term for when a person responds/behaves the same way over time fundamental attribution error *** The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others self-serving bias *** The tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors selective perception *** The tendency to selectively interpret what one sees on the basis of one's interests, background, experience, and attitudes halo effect *** The tendency to draw a general impression about an individual on the basis of a single characteristic contrast effect *** Evaluation of a person's characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics stereotyping *** Judging someone on the basis of one's perception of the group to which that person belongs self-fulfilling prophecy *** A situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception (aka Pygmalion effect) rational *** Characterized by making consistent, value-maximizing choices within specified constraints rational decision making model *** A decision-making model that describes how individuals should behave in order to maximize some outcome bounded rationality *** A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity intuitive decision making *** An unconscious process created out of distilled experience. Usually engages emotions. anchoring bias *** A tendency to fixate on initial information, from which one then fails to adequately adjust for subsequent information confirmation bias *** The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments availability bias *** The tendency for people to base their judgments on information that is readily available to them escalation of commitment *** An increased commitment to a previous decision in spite of negative information randomness error *** The tendency of individuals to believe that they can predict the outcome of random events risk aversion *** The tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff hindsight bias *** The tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome utilitarianism *** A system in which decisions are made to provide the greatest good for the greatest number. utilitarianism, rights, justice *** The three ethical decision criteria three-component model of creativity *** The proposition that individual creativity requires expertise, creative thinking skills, and intrinsic task motivation motivation *** The processes that account for an individual's intensity, direction, and persistence of effort toward attaining a goal hierarchy of needs *** Abraham Maslow's hierarchy of five needs—physiological, safety, social, esteem, and self-actualization—in which, as each need is substantially satisfied, the next need becomes dominant lower-order needs *** Needs that are satisfied externally, such as physiological and safety needs self-actualization *** The drive to become what a person is capable of becoming higher-order needs *** Needs that are satisfied internally, such as social, esteem, and self-actualization needs Theory X *** The assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform Theory Y *** The assumption that employees like work, are creative, seek responsibility, and can exercise self-direction two factor theory *** A theory that relates intrinsic factors to job satisfaction and associates extrinsic factors with dissatisfaction (AKA motivation-hygiene theory) hygiene factors *** Factors—such as company policy and administration, supervision, and salary—that, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied McClelland's theory of needs *** A theory that states achievement, power, and affiliation are three important needs that help explain motivation need for achievement (nAch) *** The drive to excel, to achieve in relationship to a set of standards, and to strive to succeed need for power (nPow) *** The need to make others behave in a way in which they would not have behaved otherwise need for affiliation (nAff) *** The desire for friendly and close interpersonal relationships self determination theory *** A theory of motivation that is concerned with the beneficial effects of intrinsic motivation and the harmful effects of extrinsic motivation cognitive evaluation theory *** A version of self-determination theory which holds that allocating extrinsic rewards for behavior that had been previously intrinsically rewarding tends to decrease the overall level of motivation if the rewards are seen as controlling self-concordance *** The degree to which peoples' reasons for pursuing goals are consistent with their interests and core values job engagement *** The investment of an employee's physical, cognitive, and emotional energies into job performance goal-setting theory *** A theory that says that specific and difficult goals, with feedback, lead to higher performance management by objectives (MBO) *** A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress self-efficacy *** An individual's belief that they are capable of performing a task enactive mastery *** Gaining relevant experience with the task or job vicarious modeling *** Becoming more confident because you see someone else doing the task verbal persuasion *** Becoming more confident because someone convinces you that you have the skills necessary to be successful arousal *** When you get someone "psyched up" and they perform better reinforcement theory *** A theory that says that behavior is a function of its consequences behaviorism *** A theory that argues that behavior follows stimuli in a relatively unthinking manner social-learning theory *** The view that we can learn through both observation and direct experience equity theory *** A theory that says that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities distributive justice *** Perceived fairness of the amount and allocation of rewards among individuals organizational justice *** An overall perception of what is fair in the workplace, composed of distributive, procedural, and interactional justice procedural justice *** The perceived fairness of the process used to determine the distribution of rewards interactional justice *** The perceived degree to which an individual is treated with dignity, concern, and respect expectancy theory *** A theory that says that the strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual group *** Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives formal group *** A designated work group defined by an organization's structure informal group *** A group that is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact social identity theory *** Perspective that considers when and why individuals consider themselves members of groups ingroup favoritism *** Perspective in which we see members of our ingroup as better than other people, and people not in our group as all the same five stage group development model *** The five distinct stages groups go through: forming, storming, norming, performing, and adjourning forming stage *** The first stage in group development, characterized by much uncertainty storming stage *** The second stage in group development, characterized by intragroup conflict norming stage *** The third stage in group development, characterized by close relationships and cohesiveness performing stage *** The fourth stage in group development, during which the group is fully functional adjourning stage *** The final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than task performance punctuated equilibrium model *** A set of phases that temporary groups go through that involves transitions between inertia and activity role *** A set of expected behavior patterns attributed to someone occupying a given position in a social unit role perception *** An individual's view of how he or she is supposed to act in a given situation role expectations *** How others believe a person should act in a given situation psychological contract *** An unwritten agreement that sets out what management expects from an employee and vice versa role conflict *** A situation in which an individual is confronted by divergent role expectations norms *** Acceptable standards of behavior within a group that are shared by the group's members conformity *** The adjustment of one's behavior to align with the norms of the group reference groups *** Important groups to which individuals belong or hope to belong and with whose norms individuals are likely to conform deviant workplace behavior *** Voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members. Also called antisocial behavior or workplace incivility Status *** A socially defined position or rank given to groups or group members by others status characteristics theory *** A theory that states that differences in status characteristics (power, contributions, personal characteristics) create status hierarchies within groups social loafing *** The tendency for individuals to expend less effort when working collectively than when working individually cohesiveness *** The degree to which group members are attracted to each other and are motivated to stay in the group diversity *** The extent to which members of a group are similar to, or different from, one another groupthink *** A phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of action groupshift *** A change between a group's decision and an individual decision that a member within the group would make; the shift can be toward either conservatism or greater risk but it generally is toward a more extreme version of the group's original position interacting groups *** Typical groups in which members interact with each other face to face brainstorming *** An idea-generation process that specifically encourages any and all alternatives while withholding any criticism of those alternatives nominal group technique *** A group decision-making method in which individual members meet face to face to pool their judgments in a systematic but independent fashion electronic meeting *** A meeting in which members interact on computers, allowing for anonymity of comments and aggregation of votes 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 task conflict *** Conflict over content and goals of the work relationship conflict *** Conflict based on interpersonal relationships process conflict *** Conflict over how work gets done conflict process *** A process that has five stages: potential opposition or incompatibility, cognition and personalization, intentions, behavior, and outcomes 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 intentions *** Decisions to act in a given way competing *** In conflict, a desire to satisfy one's interests, regardless of the impact on the other party to the conflict collaborating *** In conflict, a situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties avoiding *** In conflict, the desire to withdraw from or suppress a conflict accommodating *** In conflict, the willingness of one party in a conflict to place the opponent's interests above his or her own compromising *** In conflict, 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 mediator *** A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives arbitrator *** A third party to a negotiation who has the authority to dictate an agreement conciliator *** A trusted third party who provides an informal communication link between the negotiator and the opponent 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 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 organizational culture *** A system of shared meaning held by members that distinguishes the organization from other organizations dominant culture *** A culture that expresses the core values that are shared by a majority of the organization's members core values *** The primary or dominant values that are accepted throughout the organization subcultures *** Minicultures within an organization, typically defined by department designations and geographical separation strong culture *** A culture in which the core values are intensely held and widely shared organizational climate *** The shared perceptions organizational members have about their organization and work environment institutionalization *** A condition that occurs when an organization takes on a life of its own, apart from any of its members, and acquires immortality socialization *** A process that adapts employees to the organization's culture prearrival stage *** The period of learning in the socialization process that occurs before a new employee joins the organization encounter stage *** The stage in the socialization process in which a new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge metamorphosis stage *** The stage in the socialization process in which a new employee changes and adjusts to the job, work group, and organization rituals *** Repetitive sequences of activities that express and reinforce the key values of the organization, which goals are most important, which people are important, and which are expendable material symbols *** What conveys to employees who is important, the degree of egalitarianism top management desires, and the kinds of behavior that are appropriate positive organizational culture *** A culture that emphasizes building on employee strengths, rewards more than punishes, and emphasizes individual vitality and growth workplace spirituality *** The recognition that people have an inner life that nourishes and is nourished by meaningful work that takes place in the context of community leadership *** The ability to influence a group toward the achievement of a vision or set of goals trait theories of leadership *** Theories that consider personal qualities and characteristics that differentiate leaders from nonleaders behavioral theories of leadership *** Theories proposing that specific behaviors differentiate leaders from nonleaders 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 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. 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 coworker (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 in-groups and out-groups; subordinates with in-group 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 vision *** A long-term strategy for attaining a goal or goals vision statement *** A formal articulation of an organization's vision or mission 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 integrity, benevolence, ability *** The three components that lead a follower to deem a leader is trustworthy mentor *** A senior employee who sponsors and supports a less-experienced 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 manager *** An individual who achieves goals through other people organization *** A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals planning *** A process that includes defining goals, establishing strategy, and developing plans to coordinate activities organizing *** Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made leading *** A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts controlling *** Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations technical skills *** The ability to apply specialized knowledge or expertise human skills *** The ability to work with, understand, and motivate other people, both individually and in groups conceptual skills *** The mental ability to analyze and diagnose complex situations organizational behavior (OB) *** A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness systematic study *** Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence evidence-based management *** The basing of managerial decisions on the best available scientific evidence intuition *** A gut feeling not necessarily supported by research psychology *** The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals social psychology *** An area of psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another sociology *** The study of people in relation to their social environment or culture anthopology *** The study of societies to learn about human beings and their activities contingency variables *** Situational factors: variables that moderate the relationship between two or more variables workforce diversity *** The concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and inclusion of other diverse groups positive organizational scholarship *** An area of OB research that concerns how organizations develop human strength, foster vitality and resilience, and unlock potential ethical dilemmas and ethical choices *** Situations in which individuals are required to define right and wrong conduct model *** An abstraction of reality. A simplified representation of some real-world phenomenon input *** Variables that lead to processes processes *** Actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes outcomes *** Key factors that are affected by some other variables task performance *** The combination of effectiveness and efficiency at doing your core job tasks citizenship behavior *** Discretionary behavior that contributes to the psychological and social environment of the workplace withdrawal behavior *** The set of actions employee take to separate themselves from the organization group cohesion *** The extent to which members of a group support and validate one another while at work group functioning *** The quantity and quality of a work group's output productivity *** The combination of the effectiveness and efficiency of an organization effectiveness *** The degree to which an organization meets the needs of its clientele or customers efficiency *** The degree to which an organization can achieve its ends at a low cost organizational survival *** The degree to which an organization is able to exist and grow over the long term power *** A capacity that A has to influence the behavior of B so that B acts in accordance with A's wishes dependence *** B 's relationship to A when A possesses something that B requires coercive power *** A power base that is dependent on fear of the negative results from failing to comply reward power *** Compliance achieved based on the ability to distribute rewards that others view as valuable legitimate power *** The power a person receives as a result of his or her position in the formal hierarchy of an organization personal power *** Influence derived from an individual's characteristics expert power *** Influence based on special skills or knowledge referent power *** Influence based on identification with a person who has desirable resources or personal traits power tactics *** Ways in which individuals translate power bases into specific actions political skill *** The ability to influence others in such a way as to enhance one's objectives sexual harassment *** Any unwanted activity of a sexual nature that affects an individual's employment and creates a hostile work environment political behavior *** Activities that are not required as part of a person's formal role in the organization but that influence, or attempt to influence, the distribution of advantages and disadvantages within the organization defensive behaviors *** Reactive and protective behaviors to avoid action, blame, or change impression management (IM) *** The process by which individuals attempt to control the impression others form of them work sample tests *** Hands-on simulations of part or all of the work that applicants for routine jobs must perform. assessment centers *** A set of performance-simulation tests designed to evaluate a candidate's managerial potential citizenship *** Actions that contribute to the psychological environment of the organization, such as helping others when not required counterproductivity *** Actions that actively damage the organization, including stealing, behaving aggressively toward co-workers, or being late or absent critical incidents *** A way of evaluating the behaviors that are key in making the difference between executing a job effectively and executing it ineffectively graphic rating scales *** An evaluation method in which the evaluator rates performance factors on an incremental scale behaviorally anchored rating scales (BARS) *** Scales that combine major elements from the critical incident and graphic rating scale approaches. The appraiser rates the employees based on items along a continuum, but the points are examples of actual behavior on the given job rather than general descriptions or traits forced comparison *** Method of performance evaluation where an employee's performance is made in explicit comparison to others (e.g., an employee may rank third out of 10 employees in her work unit group order ranking *** An evaluation method that places employees into a particular classification, such as quartiles individual ranking *** An evaluation method that rank-orders employees from best to worst