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exam 2

Terms in this set (16)

LMX
looks at the relationships and types of communication between leaders and members
LMX Partner
i. The leader values the thoughts/opinions of the member
ii. Leader may know the aspirations/goals of the member and is helping them achieve their goal
iii. Generally, leads to increased productivity because the member feels valued
LMX overseer
i. Leader and member only communicate when there is a reason to related to the task or overall work issues
ii. Can be unpleasant for the member
iii. The relationship could evolve from this stage but it depends on the leader and member and the position/tasks
LMX middle group
i. Some members may be in the in-group, while other members are in the out-group, or stuck in the middle.
ii. These relationships do not typically last long, these relationships can be awkward and sometimes avoided
direction of communication
Vertical Communication:
i. Used to discuss how leaders and members communicate
ii. Upward communication is from the members to the leaders
iii. Downward communication is from leadership to members
Horizontal Communication:
i. Used to discuss member-to-member or peer-to=peer communication

Direction of communication is dependent on the organization and structure the leaders have created. The directions of communication tell us a lot about an organization and how they run.
emotional labor vs emotional work
Emotional Labor:
i. When employees are expected to portray certain emotions as part of the job. This is common within the service industry.
ii. EXAMPLE: A waitress who has to smile to a rude customer regardless of how they feel about their behavior.

Emotional Work:
i. The job requires you to portray certain emotions.
ii. The result of a job causing these emotions
iii. Three processes for emotional work:
1. Notice the need for compassion and know how to respond appropriately
2. Connect to the person through perspective talking
3. Respond verbally or non-verbally in a helpful manner.
iv. EXAMPLE: A doctor who sees the same patients frequently and begins to genuinely care for their patients and their journey
surface acting vs deep acting
Surface Acting:
i. When someone displays a superficial expression or emotion to cover how they truly feel
1. Putting on an act and pretending they are not affected

Deep Acting:
i. When someone tries to feel empathy or pretends to empathize with the other person
1. Imagine a customer service representative who is upset an important package did not arrive on time.
transactional and transformational leadership
Transactional=
There is an exchange between leaders and followers
Very direct and traditional leadership model

Transformational=Leaders create relationships with followers that help them to reach their full potential
Can change both the leader and follower, can be a mutually beneficial relationship
Leader instills behaviors into followers through exemplification
Leader is a "change agent", they are there to help make a change in their followers lives
Leaders should have a vision for leadership (2 parts)
i. Core ideology—Who we are and what we believe in
ii. Envisioned future—What we want ourselves and our organization to be
Blake and mouton matrix
Questionnaire that you complete and rate yourself on certain categories and find out where you land on their matrix
Country club leader—High concern for people, low concern for task
Team leader—High concern for people, high concern for task
Impoverished leader—Low concern for people, low concern for task
Authoritarian leader—Low concern for people, high concern for task
trait
Some organizations may place more emphasis on traits, others focus on leadership styles

Key leadership traits:
1. Intelligence
2. Self-confidence
3. Determination
4. Integrity
5. Sociability

Issues with trait leadership:
i. Does not account for experience
ii. The assumptions that it is the same across any situation
classical theorists, systems, and human relations
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latent vs manifest
a. Latent
i. Participants are not yet aware of the conflict
ii. The potential conflict is prevalent, emergent conflict
b. Manifest
i. Conflict is open and can be observed
ii. Responses/behaviors are evoked from both parties
types of conflict
a. Intrapersonal
i. Intrarole—conflict you experience when you have too many things to do as a result of your role, and you must decide what gets taken care of and what doesn't
ii. Interrole—a conflict between roles we hold (i.e. if you are a student with an off-campus job)

b. Interpersonal
i. Conflict between two people who may be going after a promotion, influence or resources
ii. There can also be issues with differences in expectations
1. Intersender role conflict—i.e. when two supervisors set differing expectations and make employees choose a side
2. Role ambiguity—when an employee is unclear about the tasks of their role due to a vague job description that does not clearly define them

c. Intergroup
i. There are only so many resources in an organization—this can often cause conflict if there is a great demand for the resources
1. This may be physical space, money, or any other physical or mental resource

d. Interorganizational
i. All of the other conflicts were between one or more people, sometimes its in between organizations
conflict resolution
a. The Thomas-Killman Model of Conflict Management
i. Competing
1. Win-lose approach in which people act in an assertive way to achieve their goals without seeking to cooperate
2. Can be at the expense of others
ii. Avoiding
1. When you avoid the issue
2. Not helping yourself or others reach their goals
iii. Collaborating
1. Win-win approach, people work together
2. Can be used for complex scenarios that needs other perspectives/input
iv. Accommodating
1. When people cooperate to a high degree, but may be at the expense of someone's expense and the completion of their own goals
2. Can be effective for preserving future relationships
v. Compromising
1. Lose-lose scenario in which neither party gets what they want
2. Requires moderate level of assertiveness and cooperation
3. Easy way out to deal with conflict


dissent=
a. The expression of disagreement or contradictory opinions within an organization about practices, policies, or views
b. Can lead to conflict, but can also be a sign of sentiment amongst workers and an indication when something needs to be addressed
critical
1. What does a critical scholar study?
a. Critical scholars study the imbalances of power and structures within society
b. Critical approaches take the radical frame of reference
c. Critical scholars aim to give oppressed groups power and visibility

2. Ideology
a. "The set of ideas and beliefs of a group or political party"
b. Shapes how we see the world, forms our attitudes and beliefs
c. Rules out other possibilities

3. Deep structure
a. Critical approaches look for power differences not just on the surface, but within a "deep structure"
b. Two Types of Deep Structures
i. Control of production
1. Control over modes of production=power over the basic structure of the org.
2. Control over means of production = to have power over the process of the organization
ii. Control of Discourse
1. The process of communication which creates power
2. Language is powerful, what is said and how it is said is important in establishing relationships and the hierarchy
4. Dialectic of control
a. The idea that these oppressed people have some control over the way they speak and participate and can help themselves
b. Types of resistance include strikes, public complains and even smaller acts of defiance

5. Concertive control
a. Explores how to take a critical approach on how workers can "police themselves"
b. Often in team based or less traditional organizations
c. Barker found these can be even more difficult on workers than traditional organizations
d. Three basic ideas:
i. Types of Control
1. Control is transferred from management to workers
a. Simple control
i. Direct and authoritarian
b. Technological control
i. Technology and technological processes
c. Bureaucratic control
i. Hierarchy and rational-legal processes
d. *Concertive control*
i. Control is transferred from management to workers
ii. Identification
1. The individual finds something within themselves that relates to the organization
2. The individual sees themselves as a part if the organization and begins to define themselves and take on the issues of the organization
iii. Discipline
1. In organizations, rewards and punishments are doled out
2. When individuals have identified and " bought in", they will believe in adhering to the organization's values and rules. Breaking the rules will warrant discipline
technology and globalization
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