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    with ________, the leader arranges to monitor mistakes and errors actively and takes corrective action when required—this is a form of ________ leadership.

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    Ch 14 Quiz Questions Flashcards

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    Which of the following is typical of the role-making phase, according to LMX theory?

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    The employee's own expectations get mixed in with those of the leader.

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    Which of the following is true regarding prediction of leadership effectiveness using traits?

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    High conscientiousness is a trait that has been found to be correlated to leader emergence.

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    Terms in this set (15)

    Which of the following is typical of the role-making phase, according to LMX theory?

    The employee's own expectations get mixed in with those of the leader.

    Which of the following is true regarding prediction of leadership effectiveness using traits?

    High conscientiousness is a trait that has been found to be correlated to leader emergence.

    With a(n) ________ style, the leader presents the problem to a group of employees and seeks consensus on a solution, making sure that his or her own opinion receives no more weight than anyone else's.

    facilitative

    According to the time-driven model of leadership, ________ styles work best in situations where employee expertise and teamwork skills are high.

    delegative

    Which of the following behaviors is classified as a consideration behavior?

    acting on behalf of the group and advancing the interests of the group

    Which leader behavior is most appropriate for a group of employees who have learned to work together well, but still need support and collaboration from the leader?

    participating

    With ________, the leader arranges to monitor mistakes and errors actively and takes corrective action when required—this is a form of ________ leadership.

    active management-by-exception; transactionalCorrect

    ________ involves behaving in ways that challenge followers to be innovative and creative by questioning assumptions and reframing old situations in new ways.

    Intellectual stimulation

    According to the substitutes for leadership model, which of the following answer options is an example of a neutralizer?

    formalization

    Leadership training programs frequently focus on ________ leadership content.

    transformational

    Leader emergence is defined as the degree to which the leader's actions result in the achievement of the unit's goals; the continued commitment of the unit's employees; and the development of mutual trust, respect, and obligation in leader-member dyads.

    false

    Leaders who are high on initiating structure play a more active role in directing group activities and prioritizing planning.

    true

    Defining and structuring work, clarifying leader versus member roles, and coordinating employee tasks are part of a leader's consideration behavior.

    false

    inspirational motivation involves behaving in ways that help followers achieve their potential through coaching, development, and mentoring.

    false

    Substitutes reduce the importance of the leader while simultaneously providing a direct benefit to employee performance.

    true

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    Organizational Behavior Flashcards

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    Organizational Behavior

    Shared Flashcard Set

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    Organizational Behavior

    Exam prep 13 Business Undergraduate 2 11/12/2014

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    Term

    Leader-member exchange theory

    Definition

    describes how leader-member relationships develop over time on a dyadic basis

    Term

    leader effectiveness

    Definition

    The degree to which the leader's actions result in 1) the achievement of the unit's goals, (2) the continued commitment of the unit's emploees, and (3) the development of mutual trust, respect, and obligation in leader-member dyads.

    Term

    Leader decision-making styles

    Definition

    Autocratic-leader makes all the decisions alone witout asking for the opinions or suggestions of the employees in the work unit

    Consultative- the leader presents the problem to individual employees or a group of employees, asking for their opinions/suggestions before ultimately making the decision for himself/herself

    Facilitative- leader presents the problem to a gorup of employees and seeks consensus on a solution, making sure that his/her own opinion receives no more weight than anyone else's

    Delegative- leader gives an individual employee or group of employees the responsibility for making the decision within some set of specific boundary conditions

    Term

    Time-driven model of leadership

    Definition

    Term

    time-driven model of leadership: 1-4

    Definition

    decision significance- the decision significant to the sucess of the project or organziation?

    importance of commitment- is it importance that emploees "buy in" to the decision?

    leader expertise- does the leader have significant knowledge/expertise regarding the problem

    how likely is it that employees

    Term

    Time-driven model of leadership 5-7

    Definition

    shared objectives- do employees share/support the same objectives, or do they have an agenda of their own

    employee expertise- do the employees have significant knowledge or expertise regarding the problem?

    teamwork- do the employees have the ability to work together to solve the problem, or will they struggle

    Term

    Transformational leadership

    Definition

    inspiring followers to commit to a shared vision that provides meaning to their work while also serving as a role model who helps followers develop their own potential and view problems from new perspectives

    Term

    Transactional leadership

    Definition

    occurs when the leader erqards or disciplines the follower depending on the adequency of the follower's performance

    Term

    3 Types of transactional leadership

    Definition

    passive management-by-expection- the leader waits around for mistakes and erors, then takes corrective actions as necessary

    active-management-by-exception- the leader arranges to monitor mistakes and errors actively and again takes corrective actions when required (actively looking for problems.)

    contingent rewward- when the leader attains follower agreement on what needs to be done using orimised or actual rewards in exchange for adequete..

    Term

    Dimensions of transformational leadership (4 I's)

    Definition

    Idealized influence- involves behaving in ways that earn the admiration, trust, and respect of followers, causing followers to want to identify with and emulate the leader

    Inspirational motivation- involves behaving in ways that foster an enthusiasm for and commitment to a shared vision of the future

    Intellectual simuation-

    Individualized consideration- involves behaving in ways that help followees achieve their potential through coaching, developing, and mentoring

    Term

    How important is leadership?

    Definition

    -transformational leadership affects the job performane of the employees who report to the leader

    -employees with transformation leaders tend to be more

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    Chapter 4

    Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 10

    Table of Contents Glossary of Terms

    CHAPTER 4 Security Management

    Chapter 4 in a Nutshell:

    Introduction to Security Management

    Commonly Asked Questions

    Nurturing Support within the Organization

    Planning for the Unexpected

    Testing and Review

    Implementation and Day-to-Day Maintenance

    Security Management Checklist

    Effective security strikes a balance between protection and convenience.Introduction to Security Management

    Because system security is the aggregate of individual component security, "system boundaries" must encompass individual users and their workstations.  But because personal computers are just that (personal), staff behavior can't always be dictated without potentially hampering workers' overall productivity.  Recall that security policy becomes ineffective if it's so restrictive that legitimate user access is threatened.  Thus, a key to successful security implementation is finding a reasonable balance between system protection and user autonomy and convenience. The person responsible for finding that balance and actively promoting organizational security is the security manager.  Security management consists of nurturing a security-conscious organizational culture, developing tangible procedures to support security, and managing the myriad of pieces that make up the system.  The security manager ensures that administration and staff are aware of their security roles, support security efforts, and are willing to tolerate the minor inconveniences that are inevitably a part of system change and improvement.  After all, if personnel circumvent security procedures (e.g., write down passwords, share accounts, and disable virus-checking software), they put the entire system at risk.

    Effective system security depends on creating a workplace environment and organizational structure where management understands and fully supports security efforts, and users are encouraged to exercise caution.  The security manager leads this effort.

    A security manager must:

    Communicate to staff that protecting the system is not only in the organization"s interests, but also in the best interest of users.

    Increase staff awareness of security issues.

    Provide for appropriate staff security training.

    Monitor user activity to assess security implementation.

    Commonly Asked QuestionsA. Yes, but while a security manager doesn"t always need to be hired (especially in smaller organizations), someone must perform the functions of security management all the same.  Many organizations prefer to hire a systems administrator and include security management as one of his or her primary duties.  This is an acceptable strategy as long as the administrator has sufficient time to dedicate to security management.  If, however, routine administrative functions take up a considerable part of the administrator"s work day, then the organization will be better served by having someone who is able to focus on system security.A. Not necessarily.  Although top administrators are often entrusted with sufficient authority to be effective security managers, it is quite possible that they do not possess the technical expertise necessary for the job.  Security managers are responsible for operationalizing all aspects of system security- a task that requires significant technical competence.  A secondary, but important, consideration is that managing system security can demand a great deal of time- time that policy-makers and other top administrators may be unable to devote given their other essential duties.  While it is imperative that top administrators are actively committed to security effectiveness, in most cases it makes sense that the day-to-day administration of system security be assigned to a security/systems professional.A. Just as the title implies, security managers and system administrators are most often considered to serve in a management capacity.  The important tasks of developing security regulations, training staff, and monitoring implementation require that the security manager be vested with substantial authority.  While the security manager is not to be confused with a superintendent or principal, he or she should be considered to be the system "boss."  If the security manager is not able to confidently address security miscues at even the highest levels of the organizational hierarchy, protecting system resources adequately becomes an impossibility.Nurturing Support within the Organization

    Even when an organization is committed to improving its information security, security managers often find themselves having to work harder than should be necessary to remind staff of the importance of each step in the security process.  Fielding questions about the necessity of sometimes burdensome procedures or the expense of technical and training initiatives is an inevitable but important part of the security manager"s job.  Make no mistake about it, the security manager must not only administer security policy but must also champion it.

    Source : nces.ed.gov

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