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COM 321 - Leading People & Organizations I > Module 3: Becoming a Responsible Leader - Learning Objectives Study Guide > Flashcards

Module 3: Becoming a Responsible Leader - Learning Objectives Study Guide Flashcards

1
Q

Define extrinsic and intrinsic motivation.

A

Extrinsic motivation: Performing an activity to earn a reward, or to avoid punishment.
Intrinsic motivation: Performing an activity for personal gratification, internal satisfaction.

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2
Q

What is the overjustification effect?

A

Offering excessive external rewards for an already internally-rewarding behaviour, leading to a reduction in intrinsic motivation.

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3
Q

When should you use extrinsic motivation?

A
  • Situations in which the person needs to complete a task they find unpleasant, or have no initial interest in –> Can induce interest and participation
  • Situations in which you want to motivate people to acquire skills/knowledge –> Induce intrinsic motivation
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4
Q

What are the benefits of extrinsic motivation?

A
  • Can be a source of feedback, by letting people know when their performance has reached a deserving standard
  • Can boost feeling of competence, motivating high performance and creativity
  • Controls what the employees do, and how
  • Work quickly
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5
Q

How can extrinsic rewards influence intrinsic motivation?

A
  • When unexpected, extrinsic rewards do not decrease intrinsic motivation
  • Extrinsic rewards can decrease motivation when
    (a) the individual already finds the activity intrinsically-motivating
    (b) offering a rewards makes a ‘play’ activity seem like ‘work’
    (c) they are given for completing particular task, doing minimal work
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6
Q

What is functional fixedness?

A

Cognitive bias that limits a person to use an object only in a way it is traditionally used

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7
Q

What are contingent motivators, and when do they work? What are their drawbacks?

A

‘If…Then’ rewards work in circumstances in which there is a simple set of rules, clear objectives.

  • -> Narrows the focus, restricting creativity.
  • -> Potential risk of unethical behaviour.
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8
Q

What three characteristics does intrinsic motivation require?

A
  • Autonomy: Urge to direct own life (self-direction)
  • Mastery: Desire to improve at something that matters
  • Purpose: Yearning to do what we do, in service of something larger than ourselves
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9
Q

What are the benefits of intrinsic motivation?

A
  • Employees do better work, and are happier

- Works in the long-term (but takes time to implement)

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10
Q

Influence tactics: What is reciprocity?

A

Reciprocity: Obligation to give when you receive. People are more likely to say yes to those they owe.
Meaning…
Be the first to give, something personalized and unexpected!

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11
Q

Influence tactics: What is scarcity?

A

Scarcity: People want more of things there are less of.
Meaning…
Tell people the benefits, your unique factors, and what they stand to lose.

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12
Q

Influence tactics: What is credibility?

A

Credibility: People tend to follow the lead of credible, knowledgeable people.
Meaning…
Before attempting to influence, signal what makes you authority, and use others to give you an expert intro.

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13
Q

Influence tactics: What is consistency?

A

Consistency, with what they have previously said/done.
Meaning…
Try to find an initial, voluntary, active and highly-public commitment and indicate it in writing.

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14
Q

Influence tactics: What is liking?

A

Liking: People prefer to say yes to those they like, thus people similar to them, that pay them compliments and cooperate with them
Meaning…
Exchange information/personal similarities prior to negotiating

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15
Q

Influence tactics: What is consensus?

A

Consensus: People look to others’ behaviours and actions to determine their own.

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16
Q

What is the linkage between power and status?

A

It is difficult to exert power without status. Status, which means being respected and admired, needs to be earned/granted by others. Otherwise, you cannot exert control/authority!

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17
Q

What are idiosyncracy credits?

A

Accrued through respect, not rank, idiosyncracy credits are based on work that is well-performed, contributions.

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18
Q

What is the Sarick effect, and why does it work?

A

Sarick effect: Using powerless communication, in which you accentuate the flaws in your presented project.

Works as it…

  • Disarms the audience
  • Makes you look smart
  • Makes you more trustworthy
  • Leaves audience with a more favourable assessment of ideas (you’ve given them the worst)
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19
Q

Why may double minorities not have the same success with influence tactics? What can they do about it?

A

Double minority status amplifies both the costs and the benefits of speaking up.
If failure, then they receive a harsher evaluation.
When acting dominantly, they may not face the same penalties, as people don’t know which stereotypes to apply to them.

THEY MUST EARN STATUS BEFORE EXERCISING POWER!

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20
Q

What is power?

A

Power: Measure of an individual’s ability to get others to do things that he/she wants them to do, and to resist the attempts of others to influence him/her in undesirable ways.

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21
Q

What is influence?

A

Influence: Process of using power to affect the behaviours, beliefs, or attitudes of others.

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22
Q

Fill in the blank: Power must be transformed into _________ to be used.

A

Power must be transformed into influence to be used.

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23
Q

What are organizational politics?

A

Organizational politics: Activities undertaken in organizations to acquire, maintain and increase power. They are considered political when they are taken outside of the formal organizational structure, or subvert the intent of the organizational structure/policies.

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24
Q

What does positional power derive from?

A

RELEVANCE, CENTRALITY, FLEXIBILITY, VISIBILITY

  • Authority to structure tasks/relationships of others
  • Right/ability to reward/punish others
  • Control of organizational resources
  • Access to information
  • Central location
  • Authority to initiate, interpret, implement organizational policy
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25
Q

What does individual (person) power derive from?

A
  • Ability to create a vision of common goals
  • Effective communication skills, with an ability to persuade
  • Charismatic appeal to others
  • Reputation as an expert
  • Possession of resources or information desired by others
  • Ability to reduce uncertainty felt by others
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26
Q

Fill in the blank: Power is part of a ______________.

A

Power is part of a relationship, through others’ acceptance of the legitimacy of the position, and/or recognizing personal characteristics.

It is granted by others, based on others’ perceptions and reactions.

27
Q

How can one fail in exercising power?

A
  • Failing to develop power. When one presumes that their position automatically gives them power, they fail to form relationships or develop credibility.
  • Overstepping the limits of their power base.
  • Failing to demonstrate their power.
  • Failing to recognize that for power to recognized, it must be needed/feared.
  • Failing to demonstrate a willingness to use the power on hand.
28
Q

How can a leader achieve recognition and a good reputation?

A
  • Being assigned to tasks with a high visibility, centrality or importance
  • Demonstrating success on tasks/projects that are considered risky
  • Establishing an exceptional track record
  • Developing connections with, and support from, others who can supply information, resources etc.
29
Q

What are the two main types of influence tactics?

A

Hard tactics: Simple, straightforward
(requesting, legitimating, coalition)

Soft tactics: Complex, as they require an ability to influence perspectives, characteristics, inner motivators
(rational persuasion, ingratiation, personal appeals, exchanging, consultation, inspirational appeals)

30
Q

How should one decide on which influence tactic to use?

A
  • Types and amounts of power possess

- Outcomes he/she hopes to achieve

31
Q

Influence tactics: What is rational persuasion, and when should it be used?

A

Using logical arguments and factual evidence to justify that the request being made is feasible and relevant.

Relies on knowledge, expertise, logic –> Expert

32
Q

Influence tactics: What are inspirational appeals, and when should it be used?

A

Focusing on others’ values and emotions to gain their commitment.

Best when the individual is credible, charismatic, and/or knows what’s important to others.

33
Q

Influence tactics: What is consultation, and when should it be used?

A

Asking others to suggest improvements, help plan –> Participative leadership

Best when leader is perceived as an expert, has personal credibility, and an ability to deliver results

34
Q

Influence tactics: What is ingratiation, and when should it be used?

A

Using praise/flattery before, or during an attempt to get others to carry out a request or support a proposal. Based on the principle of liking.

Best when a leader is perceived as personally attractive, and credible.

35
Q

Influence tactics: What is personal appeal, and when should it be used?

A

Based on friendships, loyalty, trust, past relationship.

36
Q

Influence tactics: What is exchange, and when should it be used?

A

Understanding what’s valuable and important to the person being influenced. Based on the concept of reciprocity (returning a favour).

Best when leader is perceived as an expert, has personal credibility, and an ability to deliver results

37
Q

Influence tactics: What is coalition, and when should it be used?

A

Enlisting others’ help and support in extending influence or reaching goals they couldn’t accomplish alone.

Best when leader is perceived as an expert, has personal credibility, and an ability to deliver results

38
Q

Influence tactics: What is requesting, and when should it be used?

A

Making a direct statement of the demand, asserting the position confidently (principle of authority, command and control leadership). Uses persistent reminders to get people to act.

39
Q

Influence tactics: What is legitimizing, and when should it be used?

A

Using authority/credentials to explain or influence.

40
Q

What are the three different outcomes of influence, and which tactics should be used to achieve them?

A

Commitment: The targeted individual agrees internally, is enthusiastic, and is likely to exercise initiative and persistent. USE SOFT TACTICS, ESPECIALLY INSPIRATIONAL APPEALS.

Compliance: The targeted individual carries the requested action apathetically, making minimal/average effort. He/she is likely to give up, if confronted with resistance or setbacks. USE HARD TACTICS.

Resistance: The targeted individual opposes the requested action, tries to avoid.

41
Q

What are the benefits of using inspirational leadership?

A

Yields higher commitment, satisfaction, productivity

42
Q

When are hard influence tactics more effective and efficient than soft influence tactics?

A

For static (routine) situations, in which the tasks are simple and clear, and there is urgency –> Only compliance is needed

43
Q

When are soft influence tactics more effective and efficient than hard influence tactics?

A

In dynamic environments, with complex tasks that require extra effort, initiative, persistence. Often times, there is ambiguity around the actions that are needed for success.

44
Q

Why are soft influence tactics less efficient?

A

They require more time and effort, as they need to collect arguments/facts, build trust, and understand the targeted individual. Additionally, they are difficult to apply at scale.

45
Q

What are the four things you may want to influence? Which influence tactics work best for each of them?

A

Beliefs –> Use rational persuasion and consultation
Attitudes –> Use rational persuasion, consultation, inspirational appeals
Values –> Use inspirational appeals
Behaviours –> Use hard tactics, and rational persuasion

46
Q

What is a nudge?

A
  • Any small feature in the environment that attracts our attention and influences our behaviour/the decision we make.
  • Alters the choice architecture (way in which the choices are presented), but doesn’t forbid any options
  • Doesn’t significantly change the economic consequences
  • Intervention is easy, cheap to avoid
47
Q

What are the four dimensions of a nudge, to consider in the design of a nudge?

A
  • To boost self-control (help people follow through with a decision), or activate a desired behaviour (influence individual on a decision to which he/she is indifferent/inattentive)
  • Self-imposed (voluntary adoption), or externally-imposed
  • Mindful (help people follow through with a behaviour they want to accomplish, but have difficulty enacting), or mindless (use of emotion, framing or anchoring to sway decisions made)
  • Encouraging (facilitates the implementation/continuation of a behaviour), or discouraging (hinders/prevents undesirable behaviour)
48
Q

Nudge Development Process: What is the first step?

A
  1. MAP THE CONTEXT, by considering the…

Decision properties, information sources, environmental and social factors. Create a decision-making map!

49
Q

Nudge Development Process: What is the second step?

A
  1. SELECT THE NUDGE, by identifying the…

Bottlenecks: Places in the decision-making map in which activation, motivation is needed most.

50
Q

What do bottlenecks result from?

A

Bottlenecks result from…

  • Behavioural influences
  • Heuristics
51
Q

Nudge Development Process: What is the third step?

A
  1. IDENTIFY THE LEVERS FOR NUDGING.
    Could you….
    -Implement an automatic enrolment process?
    -Offer a default option, or change the current default option?
    -Modify/change the currently available choices?
    -Simplify/facilitate the decision-making process?
    -Use technology to reduce cost, or increase scalability?
52
Q

Nudge Development Process: What is the fourth step?

A
  1. DESIGN (EXPERIMENT) AND ITERATE
    Prioritize nudges, by…
    -Considering the cost of implementing the nudge
    -Choosing nudges resolving upstream bottlenecks
    -Considering long-term effectiveness and benefits
53
Q

Why are nudges important (aka why should we nudge)

A
  • Humans are systematically irrational in their decision making –> Decisions are not in their best interests and preferences
  • Biases are hard to avoid/unlearn
  • Choices will inevitably be influenced by their environments
54
Q

Why is authenticity overrated and misunderstood?

A

Authenticity is being true to yourself (values-based choices), but…

We have many selves, depending on the roles we play, and we evolve and transform ourselves with experiences in new roles (as well as our values!)

By maintaining strict coherence between your feelings and your actions, and as a leader, disclosing everything, you lose credibility and effectiveness

–> FAILING TO TAKE ON NEW CHALLENGES AND BIGGER ROLES

55
Q

What is the solution to this authenticity dilemma?

A

Experimenting with different leadership styles and behaviours, identities, by stepping outside of your zone of comfort

56
Q

When do leaders struggle most with the authenticity dilemma?

A
  1. TAKING CHARGE IN AN UNFAMILIAR, NEW ROLE: Leaders respond differently to increased visibility, and performance pressure.
    (a) “High self-monitors” (aka. Chamaleons) are naturally able and willing to be flexible, lack a moral center
    (b) “True-to-selfers” tend to express what they think and feel, which may prevent them from evolving and adapting
  2. PROCESSING NEGATIVE FEEDBACK
    Leaders feel like their identity is being threatened
  3. SELLING YOUR IDEAS (AND YOURSELF)
    Being able to pitch your ideas to influence and inspire others, feels less authentic than relying on factual evidence
57
Q

Fill in the blank: In times of transition and uncertainty, ____________ and ___________ should follow action/experience.

A

In times of transition and uncertainty, introspection and thinking should follow action/experience.

58
Q

What is an “adaptively authentic” leadership style, and what are the three strategies for employing it?

A

A style that requires a playful mind!

  1. LEARN FROM DIVERSE ROLE MODELS: View authenticity as the ability to take elements learned from others, and make them your own –> Modify, improve, adapt
  2. SET LEARNING GOALS, rather than performance goals
    - -> Helps you experiment with your identities
  3. DON’T STICK TO YOUR STORY, as stories can become outdated as you grow, and hold you back. Revisiting your story is an introspective and social process that sums up your experiences, aspirations.
59
Q

What is the positive self-concept model?

A

Self-concept is generally thought of as our individual perceptions of our behaviour, abilities, and unique characteristics—a mental picture of who you are as a person.

We have two selves, an actual self and an ideal self. The more these two overlap, the more positive your self-concept becomes. Note that this changes over time.

60
Q

Fill in the blanks: We have a tendency to __________ our ideal self, and __________ our actual self.

A

We have a tendency to showcase our ideal self, and hide our actual self.

61
Q

What is the authenticity paradox?

A

Sometimes, there is a need to act like your ideal self before becoming your ideal selves

62
Q

When trying to understand others’ behaviour and reactions, what should you consider? Why?

A
  • Values
  • Beliefs
  • Goals
  • Perceptions about own competencies

These may help explain why people’s behaviour seems irrational.

63
Q

What can help in bringing your actual self and ideal self back together, when facing transition and uncertainty?

A
  • Redefine your beliefs about yourself
  • Reduce the number of roles you occupy, redefine your focus
  • Avoid selective comparisons, as not everyone is in the same situation

COM 321 - Leading People & Organizations I (6 decks)

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