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Definition
| to give information/ to tell. (text, email, etc) |
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| to share ideas/ come to new meaning (face to face, skype) |
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| disagreements over what we are supposed to be accomplishing. cognitive conflict(can be functional in right ammounts) |
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| conflict over "how" are we going to accompish a goal. cognitive conflict |
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Term
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| (relationship) "I don't like you" affective conflict(lots of emotions attatched). rarely functional |
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Definition
| I'm not dealing with the conflict. Use this when time is an issue and when issues conflict is over are very trivial |
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Definition
| don't give a damn about anyone ele. it's my way or the highway. appropriate if time is an issue or if we know that we are right |
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Definition
| whatever you want. i want you happy. not important to us, important to them, is when best to give in to them |
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Definition
| satisficing. reaching a solution that works but is not optimal. not the best solution |
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Definition
| most efficient. win win situation most difficult one to reach. takes time |
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| internal discomfort that we feel. anxiety when were talking about stress were talking about strain |
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Term
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Definition
| stressors -> strain -> consequences |
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Definition
| stressors that lead to strain |
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Definition
| more the motivating things. cause eu-stress. |
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Definition
| as job demands increase, so does strain. more you have to do, more stress. If you give people control they're less likely to experience strain. person has to be wanting that control, able, and have efficacy |
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Term
| transactional theory of stress |
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Definition
| any time we encounter a new stimulous we go through series of appraisals that will determine whether were going to have stress. happens subconciously |
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Term
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Definition
| ask ourselves "Is this stimulous a benighn(not an issue), challenge(eu stress), threat( to ourselves, identity. this goes on to secondary appraisal) |
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Term
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Definition
| can I compe(deal with this). when people answer no this is when you get the demoralizing aspects of stress |
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Term
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Definition
| trying to o something to alter the situation |
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Term
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Definition
| you change your perceptions on emotions associated with the situation |
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Term
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Definition
| instrumental support(where someone helps you alter the situation) or emotional support(act of talking to other people |
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Term
| proactive emotional support |
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Definition
| idea that we want advice on what we should do |
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Term
| respite emotional support |
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Definition
| where we talk about something t work unrelated to our stressor to offer relief |
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Term
| cathartic event emotional support |
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Definition
| you have all these emotions built up and you emote them out to feel better about the situation. risky bc of reverse buffering effect |
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Term
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Definition
| when you start to talk about problems, people may validate what your saying or may add fuel onto the fire and istead of feeling better you get more worked up and stressed |
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Term
| conservation of resources |
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Definition
| we have a limited amount of cognitive and emotional resources. We use resources all the time and stressful events use a lot of resources. resources can be replenished through psychologically fullfilling activities.(flow states) In a perfect world in the beginning of the day we have a full tank, at the end of the day it's almost empty and behavioral control tends to be an issue |
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Term
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Definition
| the process of inspiring others to work hard to accomplish something. good leaders have a strong vision and know where they want to go |
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Term
| trait theories of leadership |
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Definition
| seeks to ID what traits/characteristics a leader has. people have certain personality traits that make them good leaders |
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| behavioral theory(osu and michigan) |
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Definition
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Term
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Definition
| theres not one style that determins if a leader is going to be effective. effectiveness is a function of the situation |
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Term
| least performed co-working. LPM |
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Definition
| says situations are either favorable or unfavorable. leader0member relations, task structure, power position. see notes |
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Term
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Definition
| a leaders goal is to help followers reach their goal by providing direction and remaining obsticals. 2 styles, directive/supportive |
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Term
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Definition
| tell you what to do. lead to greater satisfaction when tsk is amiguous |
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Term
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Definition
| do what you need me to. leads to higher motivation/satisfaction when the task is structured and employees have experience/ability |
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Term
| hersey blanchard "readiness model" |
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Definition
| says you need to adjust leadership style based on the followers readiness. see notes |
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Definition
| directs a person, tell them what to do. unable/unwilling |
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Term
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| have people buy into your style of predetermining solution. unable but willing |
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Definition
| allow followers to share ideas and act upon their suggestions. able but wiling |
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Term
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Definition
| leader steps back and allows followers to make on decisions. |
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Term
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Definition
| abilitiy of a to get b to do what a wants. function of dependency. dependency is the result of a need and its scarcity. |
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Term
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Definition
| you do this for me, i'll do this for a transaction |
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Definition
| leader who gets followers to buy into and follow the leader after he is gone. in tune to followers needs, desires |
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Term
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Definition
| almost all transformational leaders are charismatic. not all charismatic leaders are transfirmation |
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Term
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Definition
| mental short cuts. 3 hueristics |
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Definition
| gut feeling about which idea is correct. downplay info that makes your gut feeling wrong and visa versa |
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Definition
| more likely to use info that is available in our memory. more likely to remember things that are emotionally charged, sumeried idea, or everything that have happened recently |
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Definition
| idea that when we are on a disasterous path, we can't down that path. more likely to happen when it is public. people think they are buying more info |
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Term
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Definition
| pple see reality in a better light, are sadder but truer |
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Term
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Definition
| ppl have a lot of solutions at their disposal |
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Term
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Definition
| descriptive model not prescriptive mode(describes how it is). leaders have a limited amount of time(resources.) bc of this they cannot treat all employees the same. put people in the in group or the out group subconciously. |
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