Leadership Mid-term Flashcards
(125 cards)
1
Q
Self-Identity
A
A general sense of who someone is, encompassing beliefs, values, traits, etc.
2
Q
Narrative Identity
A
The personal life story a person constructs to make sense of their life, integrating past experiences, goals, and values to create a sense of unity, purpose, and meaning.
3
Q
Social Identity Theory
A
People define themselves by group memberships
○ In-group versus Out-groups
4
Q
What is optimal distinctiveness?
A
Striking a balance between being similar to others but also different.
Ex)
5
Q
Why do we need others to identify ourselves?
A
Need for Identification:
Self-Vertification:
Belonging:
6
Q
Context Matters:
A
7
Q
Salience
A
Something that is distinct, prominent, or important
8
Q
Theory of Demographic Faultlines
A
People identify with others inside of a particular group that are similar to themselves.
9
Q
What are the types of Identities?
A
Organizational, Family, Work, Vocational, Religious, and ethnic
10
Q
Give an example of each type of identity
A
Organizational:
Family:
Work:
Vocational:
Religious:
Ethnic:
11
Q
Sense-giving
A
The ability to influence how others interpret and make sense of a
situation, event, or change
12
Q
Collective Identity
A
a shared sense of belonging within a group that can take on
different forms
13
Q
Identity Play
A
The intentional exploration and trialing of different roles or aspects of one’s identity
14
Q
What is an identity threat?
A
The perception that an
important part of one’s
identity (e.g., values, roles,
etc.) is being challenged,
devalued, or undermined.
15
Q
What is a forgone identity?
A
Alternative identities one
could have had if events
had played out differently. Ex) A social worker who considered becoming a veterinarian might continue to think about that forgone identity and the potential fulfillment it could have offered
16
Q
What is identity work?
A
The engagement or effort put towards
forming, repairing, maintaining, or revising an identity
17
Q
Are personality and identity the same?
A
No, they are not the same.
18
Q
How might identity impact personality?
A
Identity can shape personality because the way you define yourself influences how you behave and interact with the world. Ex) If your identity involves belonging to a marginalized group, it might make you more empathetic or aware of social dynamics
19
Q
Can people change?
A
Yes, people change as they get older.
20
Q
How do we measure or test our personality?
A
The Big 5
21
Q
What are the big 5 personality traits?
A
OCEAN or CANOE
(conscientiousness, agreeableness, neurotism, extraversion)
22
Q
Break down High Conscientiousness (include best leadership approach to take)
A
Someone high in conscientiousness is organized, responsible, reliable, and detail-oriented. They set goals and work towards accomplishing those goals. Leadership approach: assign them roles with planning and precision, recognize their hard work, and provide clear expectations
23
Q
Break down Low conscientiousness (include best leadership approach to take)
A
Someone low in conscientiousness is impulsive, careless, disorganized, and unreliable. They procrastinate and show inconsistent work patterns. Leadership Approach: Implement structured workflows, schedule regular check-ins, and offer guidance
24
Q
Break down High Agreeableness (include best leadership approach to take)
A
Someone high in agreeableness is cooperative, compassionate, trusting, and empathetic. They priortize harmony, assist colleague, and are considerate of others’ feelings. Leadership Approach: provide roles requiring teammwork, ackowledge collobration efforts.
25
Break down Low Agreeableness (include best leadership approach to take)
Someone low in agreeableness is skeptical, competitive, critical, and uncooperative. Provide roles that require debate.
26
Break down High Neuroticism (include best leadership approach to take)
Someone high in neuroticism is anxious, moody, sensitive, and insecure. They may overreact or be hypersensitive to stress. Leadership approach: avoid putting them in high-pressure situations, set realistic and clear expectations.
27
Break down Low Neuroticism (include best leadership approach to take)
Someone low in neuroticism is calm, resilient, confident, and stable. They handle stress well and maintain composure. Leadership approach: assign tasks requiring calm under pressure, acknowledge their ability to remain composed.
28
Break down High Openness (include best leadership approach to take)
Someone high in openness is imaginative, curious, creative,
open-minded. They Embraces new experiences may enjoy abstract thinking, open to unconventional
ideas. Leadership Approach:
* Assign tasks that require
innovation, creativity and
strategic planning
* Provide opportunities for
continuous learning and
autonomy
29
Break down Low Openness (include best leadership approach to take)
Someone low in openness is conventional, routine-oriented,
pragmatic, and resistant to change. They stick to traditional methods and are skeptical of new ideas. Leadership approach: Clear communication, structure, and routine.
30
Break Down High Extraversion (include best leadership approach to take)
Someone high in extraversion is sociable, energetic, and talkative. They seek social interactions, lead discussions, and thrive in group/team settings. Leadership approach: Assign roles in teamwork and public speaking, provide platforms to express their thoughts.
31
Break Down Low Extraversion (include best leadership approach to take)
Someone low in extraversion is reserved, reflective, and quiet. They prefer solitary work, listen more than they speak, and avoid large groups. Leadership approach: May prefer written communication, Provide advance notice for meetings or speaking engagements
32
Does personality change?
Gordon Allport says that personality flexibility exists throughout our life. Robert and Paul say personality traits are stable, on a scale they shift but stil stay in the same range.
33
The middle man
Brian Little sats that personality traits are generally stable. Also coins the terms free traits- flexible, temporary traits. Why do we use them? social expectations/norms, group projects, emotional investment
Ex) momma bear, someone says something about your friend =
34
Why does personality matter in the workplace?
Personality gives us more insight into:
- what motivates people (job performance)
- Authentic expression (we can create a safe space)
- team dynamic and communication
35
How does personality impact team dynamics?
influencing how individuals approach tasks, make decisions, manage stress, and interact with others, ultimately impacting communication, collaboration, and overall team effectiveness.
36
What is Dual-Processing Theory?
A framework explaining that we process information and make decisions using two distinct systems: One fast and one slow
37
What are the two systems in Dual Processing Theory?
System 1 (fast, automatic, subconscious, everyday decisions) and System II (slow, conscious, effortful, complex decisions)
38
What are the two types of features in System I?
1) Heauristic: helps make quick decisions, Mental shortcut, fast/automatic, leads to biases in judgment).
2) Schema: Helps interpret and organize knowledge. cognitive framework, can be automatic, leads to stereotypes.
39
What is a schema?
A mental framework or a structured way of organizing and interpreting information, experiences, and knowledge about the world. Ex) We all have a concept of a dog (four-legged, tail wagging)
40
What is the schema theory?
explains how our minds organize information and knowledge into mental frameworks called
41
What is cognitive load, and how does it affect decision-making?
Cognitive load is the amount of mental effort required to process information that is in your working memory. It impacts our decision-making because high cognitive load leads to cognitive overload, which can lead to heuristic decisions or reliance on biases.
42
What is sense-making?
The process of constructing, filtering, framing, and/or creating to better understand a situation or context.
43
What is sense-giving?
Attempting to shape or influence the sense-making and meaning of construction of others toward a preferred interpretation or understanding.
44
What is sense-breaking?
The process of challenging or disrupting existing meanings and interpretations.
45
Decision Making:
46
What is confirmation Bias, and how does it influence decision-making?
Confirmation Bias is the tendency to focus on information that supports one's existing beliefs. It can disort the reality and prevent us from considering other's information when making decisions.
47
Describe the "Peak-end effect".
The tendency to judge experiences based on the most intense point and the ending of the experience.
48
What does 'groupthink' mean?
A phenomenon where the desire for harmony leads to poor decision-making and suppressing dissenting viewpoints.
49
What is the impact of attribution bias in a workplace?
Attribution bias is attributing certain behaviors of a person to their character rather than situational factors, leading to strained relationships.
50
Explain the concept of 'in-group effect'
Favortisitism toward members of a group leads to the exclusion of others, creating divisions in teams. This can bring team performance down.
51
What is deliberative reasoning?
A systematic, step-by-step approach to problem-solving, gathering, and weighing information carefully.
52
Meta-cognition vs Meta-perception
Metacognition is the awareness of how we think, process, and act on information.
Meta-perception is how we view other people's view of ourselves.
53
How do our identity and personality traits impact how we think?
Our identity is our lens for the world and impacts how we view the world and our beliefs. For example, as a first-generation latina, I am most likely going to have different values, views, and beliefs than a student whose parents went through the education system. Additionally, our personality traits are going to impact who we interact with and how we think. For example, highly open people tend to think more creatively and tolerate ambiguity, while very conscientious people might think more methodically and focus on rules and structure.
54
Can making assumptions be a good thing?
55
What goes into how we see others?
56
Why does cognition matter in leadership?
Understanding the underlying cognitive processes, including potential biases, helps leaders make more rational and effective decisions. Developing cognitive awareness of others, including their perspectives and emotions, is crucial for building trust, retaining talent, and fostering a positive work environment.
57
What is the difference between compassion and empathy?
Compassion is understanding what another is feeling and the willingness to act to alleviate suffering for another. "I feel with you, and I am here to help". Empathy is simply just "I feel with you".
58
What is wrong with empathy?
It can disort our judgment, encourage bias, and make us less effective at making wise decisions.
59
What is the focus of emotion?
Targeted or cause-specific and often conscious
60
What differentiates a mood from an emotion?
Mood is not focused on a particular cause and often unconscious (lasts a few moments)
61
How are emotions measured?
In terms of positive versus negative
High vs low energy
62
What is a dispositional trait?
A personality tendency to respond to situations in stable, predictable ways. (think affective lens:
63
What does positive affect refer to?
The tendency to experience positive moods across a variety of situations
64
What does negative affect refer to?
Tendency to experience negative moods and view of self over time and across situations.
65
Feeling states
Short term, quick, not part of who we are because they don't last long.
66
What is emotional labor?
Inducing or suppressing feelings to align with organizational or role expectations. "Surface acting" can lead to burnout/ authenticity paradox.
67
What is emotional contagion?
Emotions spread from one person to another, often unconsciously. (mimicking expressions, voice tone, or body language)
68
What is emotional Regulation?
Attempt to influence which emotions they have, when they have them, and how they experience and express those emotions. Ex) Toddlers do not have emotional regulation. As we get older, we begin to recognize these emotions and learn to verbalize them.
69
What is emotional intelligence?
The ability to perceive, understand, manage, and use our emotions effectively of ourselves and the emotions of those around us effectively.
70
What are the four elements of emotional intelligence? Describe each.
1) Self-awareness: core of everything. ability to recognize our emotions and their effect on us and our team's performance.
2) Social awareness: Ability to recognize others' emotions and the dynamics in play within your organization
3) Self-management: Ability to manage your emotions, particularly in stressful situations, and maintain a positive outlook.
4) Relationship Management: Ability to influence, coach, and mentor others, and solve conflict effectively.
71
True or false: Emotional intelligence is a personality trait.
False
72
How can EI make leaders more effective?
Leaders set the tone, lack of EI can lead to low employee engagement and a high turnover rate.
73
Why do most CEOs have low EI?
As they climb the ladder, they spend more time alone and a lot less time in meaningful interactions with their staff, and they begin to lose sight of emotional states.m
74
What does the Broaden & Build Theory suggest about positive emotions?
They expand awareness, enhancing the capability to explore new ideas and behaviors. Over time, they BUILD personal resources: resiliency, intellectual skills, social connections.
75
What is the affect infusion model related to memory?
We can more easily access information when in an affective state similar to that in which it was learned. (think muscle memory but with emotions)
76
What is the impact of positive emotions on information processing?
They allow us to use preexisting ideas and connections better
77
What is the affect as information?
Our emotions provide information info our own psychological state and the world around us
78
What is a key aspect of leading with emotions?
Model the positive emotions you want to have as part of the culture
79
Fill in the blank: Emotional culture can be a factor in _______.
hiring decisions
80
What should leaders pay attention to regarding emotional culture?
Physical space, technology, software, and other environmental factors
81
What is one question to consider about emotions in the workplace?
Can using emotions in the workplace be a form of effective leadership?
82
How are cognition and emotion similar?
Both contribute to how we perceive and interact with the world
83
How can stress be positive?
It can motivate and enhance performance in certain situations
84
Can using emotions in the workplace be a form of effective leadership?
It depends. Low EI can create a negative and toxic work environment.
85
What are the classifications of Eustress?
Excitement, motivation, focus. It enhances performance and productivity, things feel manageable and challenging but in control. Outcome: Personal growth, achievement, and resilience.
86
What are the classifications of Distress?
Anxiety, fear, being overwhelmed. It reduces performance and well-being. Things feel uncontrollable and threatening. Outcome: Fatigue, burnout, health issues.
87
What is the difference between burnout and bore-out?
Burnout = Overloaded, over-stimulated, and overwhelmed.
Boreout underwhelmed- doing one thing for too long, not having room for growth, lack of social interaction
88
Describe burnout
Burnout refers to a decline in one’s feelings of competence and successful achievement at work, characterized by emotional exhaustion, depersonalization, and a lack of personal accomplishment.
89
What is depresonalization in relation to burnout?
A negative and excessively detached response towards one's tasks or others. Often mixed with cynicism.
90
How does emotional exhaustion relate to burnout?
Emotional exhaustion is a key component of burnout, where individuals feel drained and unable to cope with the emotional demands of their work.
91
3 main components of burnout
1) depersonalization
2) Emotional exhaustion
3) Lack of personal accomplishment
92
Why is being aware important in relation to burnout?
Sometimes, we experience burnout and aren't even aware of it. Not being aware can lead to crashouts, which can then connect to identity threat.
93
Explain the concept of vigor in relation to work engagement.
Vigor refers to having high levels of energy and mental resilience, which contributes to an individual's engagement and performance in their work.
94
Define dedication as it pertains to employee engagement.
Dedication is characterized by a strong commitment to one's work, where individuals feel a sense of significance and are enthusiastic about their tasks.
95
How does absorption manifest in a work environment?
Absorption is experienced when individuals are fully concentrated and happily engrossed in their work, often losing track of time due to their deep involvement.
96
Scoring high low in engagement is?
Disengagement.
97
What is the difference between burnout, engagement, and disengagement?
Burnout is about exhaustion and depletion.
Engagement is about being energized and fully invested.
Disengagement is about a lack of energy and emotional investment but without the severe exhaustion that burnout brings. They feel disconnected from their work but not intense exhaustion.
98
Describe the Conservation of Resources Theory in relation to stress.
The Conservation of Resources Theory posits that much of human behavior is driven by the evolutionary need to acquire and conserve resources. Stress arises from a decrease, loss, or threat to these resources, with resource loss being more impactful than resource gain. When resources are depleted, individuals may enter a 'defense' mode characterized by defensive, aggressive, or irrational behaviors.
99
Explain the significance of resource loss in the Conservation of Resources Theory.
In the Conservation of Resources Theory, resource loss is considered more salient than resource gain, meaning that losing resources has a greater psychological impact on individuals than gaining resources. This imbalance can lead to increased stress and negative emotional responses.
100
Explain the evolutionary basis of the Conservation of Resources Theory.
The Conservation of Resources Theory is grounded in the evolutionary perspective that human behavior is largely influenced by the need to acquire and conserve resources for survival. This need drives individuals to respond to threats against their resources, leading to stress when those resources are compromised.
101
Define Job Demands-Resource Theory.
A framework that explains how job demands and resources impact employee well-being and performance.
102
What are job demands in relation to JD-R?
Cost of doings things. Tasks, psychological, or physiological aspects of the job that require sustained P,C, and E effort.
103
What are job resources in relation to JD-R?
Tools, people, that help, Regulate impact on job demands. They are aspects of the job that have motivating potential or are functional in achieving work goals. *regulate job demands and stimulate learning and personal growth.
104
Extra notes on JD-R
Resources> demand = engagement
Demand> Resources = burnout
When we have resources and no demand, it leads to boreout. Need to have both demand and resources.
105
What is the transactional Theory of stress?
The impact of potential stressors on well-being is determined by how they are cognitively appraised. (How we think will determine how things affect us). Primary appraisal: interpretation of the stressors. Is it challenging or threatening? If it is, then move to secondary appraisal, analysis of the available resources. Insufficient resources lead to stress.
106
What is a hindrance stressor?
work-related demands that are seen to obstruct progress, leading to stress, frustration, burnout, and job dissatisfaction.
107
What is a challenge stressor?
work-related demands that lead to the belief that coping will facilitate growth and achievement. Has a positive impact- leads to Eustress
108
What is the diff between the TTS and CHSF?
TTS is a complete process, while CHSF focuses only on work and stress "focuses on the bad"
109
Multi-level JD-R
Organization shapes leaders, leaders influence how we experience work, impact individuals. *three cups image.
110
Leadership and Stress
Eustress, not distress (focus on maximizing Eustress). Sensegivng- reframe stressful situations as opportunities, use positive-language. Organizational culture: Want to create a culture that promotes psychological safety (encourage collaboration, acknowledge effort and progress).
111
What does it mean to be burned out?
a state of physical, emotional, and mental exhaustion caused by prolonged or excessive stress, often resulting in feelings of cynicism, reduced efficacy, and a sense of detachment from work or responsibilities.
112
How can organizations enhance resources for employees?
Organizations can provide training, support, and tools to help employees manage demands effectively.
113
How do Lazarus & Folkman view the role of cognitive appraisal in stress?
They view cognitive appraisal as a critical factor that influences the impact of stressors on an individual's well-being.
114
What are the two main types of coping strategies?
The two main types of coping strategies are problem-focused and emotion-focused.
115
Describe problem-focused coping.
Problem-focused coping involves changing the situation itself to reduce stress.
116
What is emotion-focused coping?
Emotion-focused coping involves changing one's relation to the situation to manage stress.
117
What are the five "core job characteristics"?
1) Skill variety
2) Task identity
3) Task signifance
4) Autonomy
5) Feedback from job
118
Give a brief description of each.
Skill variety: variety in your work in skill and talent
Task identity: Do I have ownership of a task? ex) group project assigning slides
Task significance: How important is that task to other people? How does it impact other people? ex) Nurse, seeing the people they are helping
Autonomy- how much free range do we have to complete the task
Feedback from job: need to know how well or arent doing that work, Evaluate qaulity of our work. Annual review or opportunities to get feedback
119
What is the outcome of all five core job characteristics?
- High internal work
motivation
* High growth
satisfaction
* High general job
satisfaction
* High work
effectiveness
120
What is job crafting?
to shape, mold, or redefine our job.
121
What are the three main categories in job crafting?
Task crafting: changing the physical task itself.
Cognitive Crafting: looking at aspects of a job in a different light. (sense-making in cognition lesson).
Relational Crafting: altering with whom we interact, how, why, and what you talk to them about. Similar to identity (you portion and how do I interact with others) (congintion, how do I think about things and how does that influence my behaviors). This focuses on changing the relationships and interactions with others at work, such as seeking out mentors or collaborating with different teams.
122
Why is work design important?
b/c we can create a safe place. Building an organizational culture. How your workspace looks is an indication of what an organisation values or what the culture is like. Ex) closed doors, cubicles
123
What is P-E Fit?
The degree to which individual characteristics (values, personality, skills) align
with the environment (job demands, organizational culture, leadership style)
124
What are the two types of P-E Fit?
Supplementary Fit: think apples to apples. Similarities between persona and the environment. Ex) This is the resume aspect of a job application.
Complementary Fit: think puzzle pieces, filling gaps or needs within the environment. Ex) Last part, meeting in person with staff to get to know u. Looking for someone who can ADD to this culture. Another example) women in business club at Mendoza
125
How can leaders draw attraction to their jobs?
1) Redesigning jobs for engagement: You can’t change something if you don’t understand how it works. Sensegiving to facilitate cognitive crafting.
2) Coaching and Development: Support employees in their job crafting (sense-giving and cognitive crafting) , listen and support them to make reach their goals, Being aware of their strengths and motivations
3) Creating a Culture of Fit: Hiring for person-organizational fit, developing a culture where values align with organizational goals, and looking for opportunities to facilitate relational crafting via social connection.
Open layout, work-design, tradition in the workplace, acknowledgement of gratitude
