领导学复习范围
名词解释：
1. Leadership: A complex phenomenon involving the leader, the followers, and the situation. Also, the definition, as used in the text, is “the process of influencing an organized group toward accomplishing its goal” (Roach & Behling, 1983 cited in Hughes, Ginnett, & Curphy, 2005 p. 8).
2. Action-observation-reflection (AOR) model: Leadership development is enhanced when people do something (act), note what happened (observe), and think about what occurred (reflect).
3. Theory Y: A view that most people are intrinsically motivated by their work; rather than needing to be coaxed or coerced these workers value a sense of achievement, personal growth, pride, and respect for a job well done.
4. Leader-Member Exchange Theory: A theory of leadership that is based on the exchanges that occur between a leader and in-group and out-group members.
5. Fundamental attribution error: A tendency to overestimate the dispositional causes of behavior and underestimate the environmental causes when others fail.
6. Referent Power refers to the potential influence one has due to the strength of the relationship between the leader and the followers.
7. Intrapersonal skills: One of four major categories found in most 360-degree feedback questionnaires that focuses on adapting to stress, personal drive, and adhering to rules.
8. Group: Two or more persons who are interacting with one another in such a manner that each person influences and is influenced by each other person.
9. 360-degree or multirater feedback: An assessment technique that uses the results of surveys sent to self, peers, bosses, and followers to provide leadership behavior feedback to participants.
10. Pygmalion effect: the increase in motivation associated with setting high expectations.
案例分析参考答案：
Chapter 2
1）Consider Walt Disney’s effectiveness in terms of the three domains of leadership—the leader, the followers, and the situation. For each domain name factors that contributed to Disney’s
1. Leadership: A complex phenomenon involving the leader, the followers, and the situation. Also, the definition, as used in the text, is “the process of influencing an organized group toward accomplishing its goal” (Roach & Behling, 1983 cited in Hughes, Ginnett, & Curphy, 2005 p. 8).
2. Action-observation-reflection (AOR) model: Leadership development is enhanced when people do something (act), note what happened (observe), and think about what occurred (reflect).
3. Theory Y: A view that most people are intrinsically motivated by their work; rather than needing to be coaxed or coerced these workers value a sense of achievement, personal growth, pride, and respect for a job well done.
4. Leader-Member Exchange Theory: A theory of leadership that is based on the exchanges that occur between a leader and in-group and out-group members.
5. Fundamental attribution error: A tendency to overestimate the dispositional causes of behavior and underestimate the environmental causes when others fail.
6. Referent Power refers to the potential influence one has due to the strength of the relationship between the leader and the followers.
7. Intrapersonal skills: One of four major categories found in most 360-degree feedback questionnaires that focuses on adapting to stress, personal drive, and adhering to rules.
8. Group: Two or more persons who are interacting with one another in such a manner that each person influences and is influenced by each other person.
9. 360-degree or multirater feedback: An assessment technique that uses the results of surveys sent to self, peers, bosses, and followers to provide leadership behavior feedback to participants.
10. Pygmalion effect: the increase in motivation associated with setting high expectations.
案例分析参考答案：
Chapter 2
1）Consider Walt Disney’s effectiveness in terms of the three domains of leadership—the leader, the followers, and the situation. For each domain name factors that contributed to Disney’s
References: to its employees as “coworkers”; sends a specific signal to all. - All furniture lines are given Nordic names. 3）Based on the level of technological complexity and the degree of environmental uncertainty present at IKEA, what type of organizational structure would you expect? Key Definitions: Technological complexity: An environmental variable that determines the role workers can play by modifying their behavior—in low complexity they can change behavior depending on the situation, but not in high complexity. Environmental uncertainty: An environmental variable that is the degree of change or stability in the environment—affects the structure required for efficient/effective performance. With respect to technological complexity, IKEA would likely fall somewhere in the mid-range. On the one hand, their processes for building, packaging, and transporting are pretty well set and workers’ day-to-day behavior is not likely to change much—the workflow is pretty predictable. On the other hand, the dedication and commitment to innovation and cost-consciousness suggest that IKEA believes that its employees’ behavior can and should change if there are ways to make things even better. With respect to the stability of the environment, the current minicase is one that is somewhat uncertain and requires the furniture maker to be flexible enough to continue to adapt to changing conditions—be they market changes, consumer demand changes, or more pressure from the customers. Taken together, these two variables suggest that IKEA would most likely benefit from being a flatter organization (decentralized decision making and less bureaucracy) that retains the flexibility necessary to change with the times. Of course, a structure of this nature is also possible because of the strong corporate culture (i.e., shared values).