Exam 3

a medium’s data-carrying capacity—the volume & variety of information that can be transmitted during a specific time

nonconscious process of “catching” or sharing another person’s emotions by mimicking that person’s facial expressions & other nonverbal behavior.

includes specialized words & phrases for specific occupations or groups

communication practice in which executives get out of their offices & learn from others in the organization through face-to-face dialogue

the capacity of a person, team, or organization to influence others

the capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship

agreement among organizational members that people in certain roles can request certain behaviors of others

capacity to influence others on the basis of an identification with & respect for the power holder

contingency of power pertaining to the degree & nature of interdependence between the power holder & others

a group that attempts to influence people outside the group by pooling the resources & power of its members

the presentation of facts, logical arguments, & emotional appeals to change another person’s attitudes & behavior

any attempt to increase liking by, or perceived similarity to, some targeted person

the practice of actively shaping our public images

behaviors that others perceive as self-serving tactics for personal gain at the expense of other people & possibly the organization

process in which one party perceives that his/her interests are being opposed or negatively affected by another party

orderly process of third-party dispute resolution, typically including mediation followed by arbitration

the view that leaders serve followers, rather than vice versa; leaders help employees fulfill their needs & are coaches, stewards, & facilitators of employee performance

represents the substance of transformational leadership; reflects a future for the company or work unit that is ultimately accepted & valued by organizational members

a theory stating that people evaluate a leader’s effectiveness in terms of how well that person fits preconceived beliefs about the features & behaviors of effective leaders & that people tend to inflate the influence of leaders on organizational events

theory identifying contingencies that either limit a leader’s ability to influence subordinates or make a particular leadership style unnecessary

beliefs that deceit is a natural & acceptable way to influence others & that getting more than one deserves is acceptable