Leading People Exam Flashcards
Help me study for the final Exam (263 cards)
1
Q
What is a key research focus in the course?
A
Organizational Culture
2
Q
What are the four main areas of leadership that students will learn about?
A
- Leading yourself
- Leading individuals
- Leading teams
- Leading organizations
3
Q
What is psychological safety in the context of leadership?
A
Shared belief held by members of a team that they can take risks without being penalized
4
Q
How does leadership impact team performance according to evidence-based leadership?
A
- Task-focused leadership → team productivity
- Task-focused leadership → team performance
- Person-focused leadership → team learning
- Destructive leadership → employee turnover
- Destructive leadership → individual performance
5
Q
What is the correlation value indicating the impact of task-focused leadership on team productivity?
A
.20
6
Q
What does a high psychological safety team do regarding errors?
A
Teams with high psychological safety report more errors and learn from them
7
Q
What is the significance of evidence-based leadership?
A
It links leadership behaviors to measurable outcomes, such as team performance and employee turnover.
8
Q
What does the Common Knowledge Effect (CKE) refer to?
A
Information held by more members before team discussion has more influence on team judgments than information held by fewer members.
9
Q
Fill in the blank: The course aims to help you get ready to succeed as _______.
A
[leaders going forward]
10
Q
What is the recommended method to protect against the Common Knowledge Effect (CKE)?
A
- Structure the process
- Use nominal group technique
- Discuss pros/cons before sharing preference
- Rank-order alternatives
11
Q
What are the characteristics of conscientious individuals according to the self-assessment?
A
- Organized
- Responsible
- Dependable
12
Q
How can leaders create psychological safety in teams?
A
By encouraging open communication and feedback-sharing.
13
Q
What is the correlation value indicating the impact of destructive leadership on individual performance?
A
-.20
14
Q
What does general mental ability (g) explain in relation to job performance?
A
About 25% of the variance in job performance
15
Q
What is self-efficacy?
A
Belief that one can perform a task successfully
16
Q
How does locus of control affect job satisfaction?
A
Higher job satisfaction and emotional well-being
17
Q
What demographic factors have no predictive value in understanding job performance?
A
Gender and ethnicity
18
Q
What is personality defined as?
A
A set of traits, characteristics, and behaviors that makes a person distinct across various situations
19
Q
What is the most popular personality test mentioned?
A
Myers-Briggs Type Indicator (MBTI)
20
Q
What are some limitations of the MBTI?
A
- Validity issues
- Bi-modal distributions
- Low test-retest reliability
- Inability to predict important outcomes
21
Q
What are the ‘Big Five’ dimensions of personality?
A
- Openness to Experience
- Conscientiousness
- Extraversion
- Agreeableness
- Need for Stability
22
Q
What does ‘Openness to Experience’ refer to?
A
Tendency to seek out familiarity vs. novelty
23
Q
What is a characteristic of high conscientiousness?
A
Preference for being organized and structured
24
Q
What does extraversion indicate about a person?
A
Tendency toward sociability and seeking stimulation
25
How does agreeableness manifest in personality?
Tendency to challenge vs. accommodate others
26
What is the 'Need for Stability' dimension about?
Tendency to be relaxed/composed vs. concerned/vigilant
27
What does emotional stability predict in job performance?
Good predictive validity for extraversion; better than chance for openness & conscientiousness
28
Fill in the blank: The 'Big Five' dimensions of personality include Openness to Experience, Conscientiousness, Extraversion, Agreeableness, and _______.
Need for Stability
29
What is the significance of person-job fit?
It relates to how well an individual's personality matches the job requirements
30
True or False: Emotional intelligence predicts job performance regardless of general mental ability.
False
31
What is a key takeaway from the Wolfgang Keller case?
Every personality difference is an opportunity for complementarity or a risk of conflict
32
What is the relationship between personality traits and resume cues?
Certain traits can be inferred from resume cues, but emotional stability and agreeableness are harder to predict
33
What is self-concept in the context of individual differences?
The perception of oneself, including self-efficacy and locus of control
34
What is the impact of stereotypes about gender and ethnicity on job outcomes?
They can affect job and career outcomes despite having no predictive value for performance
35
What is the recommended activity for the in-class session?
Exchange resumes and predict each other's Big 5 traits
36
What is the role of training in predicting personality traits from resumes?
Training improves accuracy in predicting personality traits
37
What can be inferred if a person demonstrates high levels of extraversion?
They likely engage in social and extracurricular activities
38
What are emotions?
Elicited by target or cause, specific, intense, and short-lived.
39
What are moods?
Not elicited by target or cause, general, and more diffuse.
40
Define trait affect.
Relatively stable tendency to experience emotions/moods.
41
List examples of basic emotions.
* Happiness
* Sadness
* Pride
* Fear
* Anger
* Surprise
42
Why are emotions important?
* Influence your own thinking
* (De)motivate you
* Convey information
43
How do positive traits affect creativity?
Positive (not negative) trait affect increases creativity.
44
What is cognitive reappraisal?
A technique to change your thoughts about an event to alter emotional response.
45
What is emotional intelligence?
Perceiving, understanding, managing emotions.
46
What are the components of emotional intelligence?
* Self-awareness
* Self-regulation
* Self-motivation
* (Self-)empathy
* Social skills
47
What is amygdala hijacking?
Threat response to negative emotional stimulus (fear, anger).
48
What is the significance of self-compassion?
Desire to minimize one’s suffering and treat yourself like you treat others.
49
True or False: Emotions do not influence job performance.
False.
50
What is the impact of positive affect on problem-solving?
Enhances problem-solving.
51
Fill in the blank: Employees want to work for managers who are _______.
[emotionally intelligent].
52
What are microexpressions?
Brief, involuntary facial expressions that convey information.
53
What does the term 'self-talk' refer to?
Talking to oneself, which can influence emotions and motivation.
54
What is the role of emotional management in leadership?
It helps in motivating the team and managing relationships.
55
What did Li Fen realize about emotional management?
One must manage their own emotions before dealing with others.
56
What is the relationship between emotional management and team motivation?
Good emotional management leads to higher motivation in the team.
57
List the steps in diagnosing Li Fen's emotional challenges.
* Identify the cause of temper loss
* Assess impact on subordinates
* Draw lessons from experiences.
58
What is the relationship between emotional intelligence and job performance?
Emotional intelligence does not predict job performance unless general mental ability is low.
59
What is a key factor in enhancing creativity according to the text?
Positive affect.
60
What is the outcome of discomfort in the context of emotions?
It can signal growth, leading to greater motivation and risk-taking.
61
Fill in the blank: Emotional intelligence explains about _____ of the variance in job performance.
[25%].
62
What is the difference between in-group and culture-specific interpretations of emotions?
In-group interpretations are shared within a culture, while culture-specific interpretations vary between cultures.
63
What is escalation of commitment?
The tendency for people to continue to support previously unsuccessful courses of action because they have sunk costs invested in them.
## Footnote
Source: Staw & Ross, 1989
64
What are common reasons why escalation of commitment happens?
* Preference for initial decision
* Sunk costs
* Expertise/self-efficacy
* Ego threat
* Proximity to project completion
## Footnote
Source: Sleesman et al., 2012
65
How can one avoid escalation of commitment?
* Set limits
* Be accountable for decision process
* Avoid tunnel vision
* Recognize sunk costs
* Offer incentives for shutting down projects
* External review
## Footnote
Source: Meglino & Korsgaard, 2004; Molden & Hui, 2011
66
What is a heuristic?
Cognitive tools we use to simplify decision making (i.e., rules of thumb).
## Footnote
Source: Gilovich, Griffin & Kahneman, 2002
67
What is a bias in decision-making?
Cognitive partiality that prevents objective consideration of an issue or situation due to (over)reliance on heuristics.
## Footnote
Source: Gilovich, Griffin & Kahneman, 2002
68
What is the anchoring and adjustment heuristic?
Estimating process whereby people start with a known value and then adjust the estimate up or down.
## Footnote
Source: Kahneman et al., 1982
69
What are common biases associated with anchoring?
* People anchor on non-relevant or misleading factors
* People under-adjust from the anchor
## Footnote
Source: Kahneman et al., 1982
70
What is the availability heuristic?
Tendency to base decisions on information readily available in memory.
## Footnote
Source: Kahneman et al., 1982
71
What is status quo bias?
The tendency for people to stick to the current default option.
## Footnote
Source: Kahneman et al., 1982
72
What is the framing heuristic?
People prefer to avoid losses rather than seeking gains (by a factor of 2:1).
## Footnote
Source: Kahneman, Tversky, & Slovic, 1982
73
What is moral humility?
Capacity to transgress if not vigilant.
## Footnote
Source: Kouchaki and Smith, 2020
74
What is the three-stage approach to ethics?
* Prepare in advance for moral challenges
* Don't fall victim to ethical mirage
* Make good decisions in the moment
## Footnote
Source: Kouchaki and Smith, 2020
75
Fill in the blank: The _______ is the tendency for people to continue to invest in a failing course of action due to previous investments.
escalation of commitment
76
True or False: Individuals with a growth mindset are less likely to fall victim to escalation of commitment.
True
## Footnote
Source: Lee, Keil, & Wong, 2020
77
What happened in the Challenger Disaster?
Cold temperature caused O-ring sealing rocket booster joints to rupture, leading to the disaster.
## Footnote
Source: Staw, Barsade, & Koput, 1997
78
What is confirmation bias?
Look for evidence consistent with a proposition but fail to look for disconfirming evidence.
## Footnote
Source: Kahneman, Tversky, & Slovic, 1982
79
What is the purpose of setting high yet achievable goals?
To overcome anchoring and adjustment bias.
## Footnote
Source: Kahneman et al., 1982
80
What is the relationship between sunk costs and decision-making?
Sunk costs can lead to escalation of commitment, making individuals continue with failing projects.
## Footnote
Source: Staw & Ross, 1989
81
What is the significance of personality in individual behavior?
Personality is your default / your comfort zone (typical patterns of behavior, thought, and feeling).
82
What are the components of the OCEAN model of personality?
* Openness to Experience
* Conscientiousness
* Extraversion
* Agreeableness
* Need for Stability
83
What influences do emotions have on individuals?
* They influence your own thinking
* They (de)motivate you
* They convey information
84
What are the key components of emotional intelligence?
* Self-awareness
* Self-regulation
* Self-motivation
* (Self-)empathy
* Social skills
85
What is escalation of commitment?
A situation where individuals continue to invest in a decision despite evidence suggesting it may be a poor choice.
86
What are some types of heuristics in decision making?
* Anchoring & adjustment heuristic
* Availability heuristic
* Status quo bias
* Framing heuristic
87
What are the two types of reciprocity in relationships?
* Direct
* Generalized
88
Who tends to perform better in professional settings: Givers, Takers, or Matchers?
Givers and Matchers tend to perform better than Takers.
89
What strategies can be used to deal with successful takers?
* Leverage matchers on the team
* Adjust incentive system
* Root-cause motives behind behavior
* Share reputational feedback
* Account for self-interest
90
What does degree centrality refer to in social networks?
Degree centrality refers to how central an individual is within a social network, influencing their access to information and power.
91
What is the value of weak ties in networking?
Weak ties provide more diverse information and can increase power within a network.
92
According to Mark Granovetter, what percentage of people find jobs through personal connections?
56% of people find jobs through personal connections.
93
What are structural holes in social networks?
Structural holes are gaps in a network that can be bridged for increased power and influence.
94
Fill in the blank: A good request is something that is ______.
[important to you, you cannot figure out on your own, specific]
95
What are common barriers to making requests for help?
* Emotional risk (fear, guilt, embarrassment)
* Impression management (lack of competence)
* Interpersonal risks (burden, owing a favor)
96
What is the purpose of a Reciprocity Ring?
To facilitate giving and receiving help among participants.
97
What are the primary objectives of performance reviews?
Reinforce behavioral strengths, highlight improvement opportunities, develop a plan to support improvement, set expectations for next performance cycle.
98
What percentage of feedback interventions are shown to increase performance?
2/3.
99
What percentage of feedback interventions are shown to decrease performance?
1/3.
100
What can positive feedback lead to?
Complacency, reduced intrinsic motivation, less learning.
101
What is the primary issue with negative feedback?
It can be rejected unless in a collectivistic culture, leading to ego threat and reduced motivation.
102
What is the feedback sandwich?
A technique where positives are ignored or undervalued and positives overpower negatives.
103
What are the best practices for giving feedback?
Frame, inquiry, humility, specific, transparent conversation.
104
What should one avoid when receiving feedback?
Reacting defensively.
105
Fill in the blank: Seeking positive feedback signals lacking _______.
self-efficacy.
106
Fill in the blank: Seeking negative feedback signals _______ and improvement focus.
initiative.
107
What role did nursing leaders play in the effectiveness of real-time feedback at Temple Health?
They played an important role in improving effectiveness.
108
What was a key factor in the initial ineffectiveness of real-time feedback at Temple Health?
Morewood did not behaviorally enact real-time feedback by seeking feedback himself.
109
What is one way to improve feedback-giving effectiveness?
Role model humility.
110
What is an important aspect of the feedback process according to the science behind giving feedback?
Specific examples/stories/actions.
111
True or False: Feedback sandwiches are considered an effective method of delivering feedback.
False.
112
What should one prioritize to receive feedback effectively?
Proactive feedback-seeking.
113
What did Morewood require his team to do to improve feedback effectiveness?
Give him real-time feedback.
114
What were the steps in the Temple Health System case analysis?
Context and background, diagnosis of pros and cons, recommendations.
115
What is one common misconception about feedback interventions?
That they always lead to improved performance.
116
What is the significance of a transparent conversation in feedback?
It promotes open dialogue and clarity.
117
What is motivation?
The desire to achieve a goal or a certain performance level, leading to goal-directed behavior
## Footnote
Source: Locke & Latham, 2002
118
How might goals increase performance?
Goals can:
* Direct attention
* Energize effort
* Sustain effort
* Promote discovery of task-relevant knowledge, skills, & strategies
## Footnote
Source: Locke & Latham, 2002
119
What are the costs and benefits of change according to the Change Game?
Costs of change are certain and incurred in the present; benefits are uncertain and in the future
## Footnote
Trust is necessary to motivate individuals
120
What happens when there is a lack of involvement in the change process?
Leads to little commitment
## Footnote
Those who are more difficult to motivate to change can actually become more powerful; equity issues can arise
121
What is Equity Theory?
A theory that evaluates fairness in the distribution of outcomes based on inputs and outcomes of the individual compared to others
## Footnote
Source: Adams, 1963, 1965
122
What are the three types of justice in Justice Theory?
* Distributive Justice
* Procedural Justice
* Interactive Justice
## Footnote
Source: Folger & Greenberg, 1985
123
What is the Expectancy Theory of Motivation?
Employees evaluate expected outcomes from different behaviors and select behaviors that will result in the most valued outcomes
## Footnote
Motivation = Expectancy X Instrumentality X Valence
124
What does the EPO model stand for?
Effort, Performance, Outcome
## Footnote
If employees answer 'YES' to all three questions of the model, they are likely to be highly motivated
125
What are some problems with financial incentives?
* Incentives can undermine complex thinking
* Incentives can be difficult to align
* Incentives can create perceptions of inequity
* Incentives can foster competition
* Communicating pay decisions can cause conflict
## Footnote
Source: Ryan & Deci, 2000; Bloom, 1999; Bloom & Michel, 2002
126
What is Job Characteristics Theory?
A theory that focuses on how certain job characteristics can enhance motivation and satisfaction
## Footnote
Source: Oldham and Hackman, 1975
127
What was the finding from the truck drivers' goal-setting study?
A 15% increase in the number of mill trips per day resulted in savings of $2.7 million in less than 4 months
## Footnote
Source: Locke & Latham, 2002
128
What are some negative effects of goal-setting?
* Enhances tunnel vision
* Reduces giving and collaboration
* Increases unethical behavior
* Promotes individualism and competitiveness
## Footnote
Source: Schweitzer et al., 2004; Shah et al., 2002
129
What are the three key performance goals for members of the Florida Sales Team?
1. Selling
2. New Ideas
3. Paperwork
## Footnote
Goals set by the Atlanta/NY leaders
130
What does the Effort to Performance link (E → P) indicate?
It assesses how likely it is that effort will lead to performance
## Footnote
Strong or weak linkages affect motivation
131
What is the significance of the Performance to Outcome link (P → O)?
It evaluates how likely it is that performance will lead to desired outcomes
## Footnote
Strong or weak linkages affect motivation
132
Fill in the blank: Motivation = _______ X _______ X _______.
Expectancy X Instrumentality X Valence
## Footnote
Source: Vroom, 1964
133
True or False: Job Characteristics Theory suggests that job design can influence motivation.
True
## Footnote
Source: Oldham and Hackman, 1975
134
What are the three types of individuals in relationships according to the course?
Givers, Matchers, Takers
135
How can givers succeed in relationships?
Help other givers and matchers, be cautious of takers, be both self and other-interested
136
What is the theory that explains how we are connected to individuals?
Social network theory
137
What role do weak ties play in social networks?
They can re-energize dormant ties
138
What is the purpose of the Reciprocity RingTM?
To use in the workplace to foster giving and receiving
139
What are effective strategies for giving feedback?
Frame, Inquiry, Humility, Specific, Transparent conversation
140
What should you avoid when receiving feedback?
Defensive reactions
141
What is the Expectancy Theory in motivation?
It involves effort-performance link, performance-outcomes link, and value of outcomes/rewards
142
What can be demotivating in a workplace context?
Financial incentives
143
What are the three risks of offering financial rewards?
1. Decreased intrinsic motivation 2. Inequality among team members 3. Short-term focus
144
What is the first factor in determining if a team is necessary?
Task complexity
145
What two types of leadership structures are mentioned for teams?
Manager-led, Self-managing teams
146
What are the three criteria for sustained team effectiveness?
Output, Collaborative ability/viability, Members’ individual development
147
What are the five enabling factors for team effectiveness?
1. Real team 2. Compelling direction 3. Enabling structure 4. Supportive context 5. Expert coaching
148
What does task-focused leadership emphasize?
Team productivity and performance
149
What does relational leadership focus on?
Encouraging team members and ensuring engagement
150
What does the Least Preferred Leader Scale measure?
Effectiveness of leaders based on personal experiences
151
What does a lower score on List 1 of the Least Preferred Leader Scale indicate?
Strong task focus
152
What does a lower score on List 2 of the Least Preferred Leader Scale indicate?
Strong relationship focus
153
What challenges do geographically distant teams face?
Logistical constraints and response delays
154
What is a key strategy for bridging cultural/social distance in diverse teams?
Plan structured interactions
155
What is a critical takeaway regarding sustained team effectiveness?
Defined not only by output/performance but also collaborative ability/viability and individual development
156
What does task leadership involve?
Developing and communicating visions and project plans
157
What should leaders focus on in the early stages of team formation?
Tasks to create energy
158
What is the dark side of goal-setting?
It can lead to negative consequences if goals are unrealistic or overly focused
159
What is one of the main topics for Class #9?
Building Effective Virtual Teams
160
What is the call to action required in the Dyadic Podcast Assignment?
Illustrate the practical importance of your idea
161
How should feedback be framed for it to be effective?
Specific and transparent conversation
162
True or False: Feedback sandwiches are effective.
False
163
What is the average rating for the statement 'I have gained a deeper understanding of the subject matter'?
4.67 / 5
## Footnote
Based on midcourse evaluations
164
What are the two categories of team processes discussed in the course?
* Information sharing
* Decision-making
165
What is the Common Knowledge Effect (CKE)?
Information held by more members before team discussion has more influence on team judgments than information held by fewer members, independent of the validity of the information
166
What are the key components necessary for sustained team effectiveness?
* Real team
* Compelling direction
* Enabling structure
* Supportive context
* Expert coaching
167
What is one suggestion made by students for improving learning in the course?
Provide a two-minute overview of assignments before they are due
168
What can be done to minimize the Common Knowledge Effect?
Use inquiry rather than advocacy
169
What type of conflict is considered beneficial for team effectiveness?
Constructive conflict
170
What are the three ways leaders can bridge geographical distance between team members in remote teams?
* Regular video conferencing
* Establishing clear communication protocols
* Fostering team bonding activities
171
What are the types of task interdependence in teams?
* Pooled
* Sequential
* Reciprocal
172
What is one key objective for the class session focused on team process gains and losses?
Identify team process gains (or losses) that enable (or hinder) team effectiveness
173
What is the significance of the Team Input-Process-Output Model?
It illustrates how individual differences, team dynamics, and environmental factors influence team effectiveness
174
What is the purpose of the Threat Target Maldonia team exercise?
Determine which of three potential persons poses the greatest threat to Freedonia
175
What is the Common Knowledge Effect (CKE)?
Information held by more members before team discussion has more influence on team judgments than information held by fewer members
176
How can CKE be worsened?
* Use advocacy rather than inquiry
* Larger team sizes
* More information
177
How can teams protect against CKE?
* Structure the process
* Use nominal group technique
* Discuss pros/cons of each option before sharing preference
* Rank-order alternatives
* Use advocacy for unearthing minority opinions
* Use inquiry for unearthing silent minority opinions
178
What is the difference between brainstorming and brainwriting?
Brainstorming involves team members generating ideas together, while brainwriting has individuals generate ideas independently
179
What are the disadvantages of face-to-face brainstorming?
* Worse quality and lower quantity of ideas
* Production blocked
* Anxiety about negative evaluation
* Conformity
180
What are coordination costs in teams?
Costs arising from group norms that lead to uneven talk time and expectations about who should speak
181
How can coordination costs be overcome?
* Flatten the hierarchy
* Rotate leadership
* Reduce group size
182
What is the Abilene Paradox?
Groups often agree to a course of action that none of them wants, assuming others want it
183
What is Group Polarization?
Group judgments are often more extreme than the sum of the judgments of individual members
184
What causes Social Loafing?
* Increased anonymity in larger groups
* Expectation of others free-riding
185
How can Social Loafing be reduced?
* Transparency
* Accountability
* Role specialization
* Task importance
* Group identification
* Reducing the sucker effect
186
What is Groupthink?
A phenomenon where collective rationalizations downplay negative information, leading to poor decision-making
187
How can Groupthink be overcome?
* Proactively search for disconfirming evidence
* Create a psychologically safe environment
* Assign a 'devil’s advocate' role
* Involve an outsider for perspective
* Hold a 'pre-mortem' meeting
188
What is the definition of conflict in teams?
A process in which one party perceives that another party has taken or will take actions that are incompatible with one’s own interests
189
What are the three types of conflict in teams?
* Task Conflict
* Relationship Conflict
* Process Conflict
190
What is Task Conflict?
Awareness of differences in viewpoints and opinions pertaining to a task
191
What is Relationship Conflict?
Awareness of interpersonal incompatibilities and personal issues among group members
192
What is Process Conflict?
Awareness of controversies about how task accomplishment will proceed
193
What are the outcomes of different types of conflict on team performance?
Task Conflict can be positive, while Relationship and Process Conflicts are generally negative
194
What are strategies for having a productive conflict?
* Focus on the facts
* Multiply alternatives
* Create common goals
* Use humor
* Balance the power structure
* Seek consensus with qualification
195
What guidelines should be followed when developing a team contract?
* Who will have what responsibilities?
* How will the team make decisions?
* How will the team critique individuals’ work quality?
196
What are some ways to build effective virtual teams?
* Invest in best available technologies
* Implement policies that enhance familiarity
* Select and prepare team leaders
* Structure the team and its mission
* Support team tasks and socioemotional needs
197
What are key takeaways regarding team process gains and losses?
* Team leaders can maximize gains by minimizing losses
* Empowering members to engage in productive conflict is essential
* Trust is crucial for effective virtual teams
198
What is the definition of power?
Ability to get someone to do something despite resistance
## Footnote
"A has power over B to the extent that A can get B to do something that B would not otherwise do" (Dahl, 1957)
199
What are the two types of characteristics in Status Characteristics Theory?
* Diffuse Characteristics (e.g. age, gender, education)
* Specific Characteristics (e.g. strong analytic skills)
## Footnote
Source: Berger & Zelditch, 1985
200
Name the five bases of power according to French and Raven.
* Coercive
* Reward
* Expert
* Referent
* Legitimate/Authority
## Footnote
Source: French & Raven, 1959
201
What bases of power are considered sustainable?
* Expert
* Referent
## Footnote
These are intrinsic to the person and not dependent on position or resources.
202
What does Power-Dependence Theory state?
Power can be thought of as the inverse of dependence
## Footnote
The greater B’s dependency on A, the greater the power A has over B.
203
List the six principles of influence according to Cialdini.
* Reciprocity
* Scarcity
* Authority
* Consistency
* Liking
* Social Proof
## Footnote
Source: Cialdini, 2006
204
Fill in the blank: Team members with _______ locus of control are more influenced by influence tactics.
external
205
What is the characteristic of team members with an internal locus of control?
They believe they control their own destiny
## Footnote
They react negatively to influence tactics.
206
What is the first step in the Donna Dubinsky case analysis?
Context and Background
207
What should leaders encourage team members to have?
Good fights
## Footnote
This involves healthy conflict that can lead to better decision-making.
208
What is the role of intention questions in influence tactics?
They help infiltrate resistance tactics and enable contemplation and self-persuasion.
209
True or False: Expert and referent power are dependent on position.
False
210
What did Campbell ultimately agree to in the Dubinsky case?
To let Donna take the lead on the analysis and recommendations
211
What is a key takeaway regarding team process gains and losses?
They determine whether individual, team, and environmental inputs enhance team effectiveness.
212
What are the three ways leaders can encourage good fights among team members?
1. Minimizing team process losses
2. Empowering team members
3. Developing a team contract
213
What factors increase dependency according to Power-Dependence Theory?
* Importance
* Scarcity
* Non-substitutability
## Footnote
These factors increase the power one has over another.
214
What is the impact of stereotypes on expert and referent power?
Double standards can create tradeoffs between perceptions of expert and referent power.
215
What are the key aspects of effective change leadership?
Characteristics of the source/target of change, change models, organizational structure
## Footnote
Effective change leadership involves understanding both the characteristics of those leading the change and those affected by it, as well as the frameworks that guide the change process.
216
What challenges do leaders face when leading change?
Unwanted change, potential losses, need for new skills, low credibility of change agent, unclear meaning of change, powerful resisters
## Footnote
These challenges can arise from various sources, including the change itself and the organizational environment.
217
What are the phases in Kotter's Change Model?
1. Establish urgency
2. Form powerful coalition
3. Create change vision
4. Communicate vision
5. Remove barriers
6. Make short-term wins
7. Build on wins/capability
8. Anchor in culture
## Footnote
This model outlines a structured approach to implementing successful change.
218
What does the term 'organizational structure' refer to?
Defines how job tasks are formally divided, grouped, and coordinated
## Footnote
Organizational structure is critical for understanding how an organization operates and how changes can be effectively implemented.
219
What are the advantages of a functional structure?
* Efficiency and scale
* Specialized functional skill development
* Centralized decisions and directions
* Excellent coordination within functions
## Footnote
A functional structure can enhance efficiency but may hinder innovation and responsiveness.
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What are the disadvantages of a divisional structure?
* Duplication of resources across divisions
* Less functional/technical specialization and expertise
* Poor coordination across product lines
* Less top management control
## Footnote
While divisional structures can enhance focus on products or customers, they can also lead to inefficiencies.
221
Fill in the blank: The _______ structure offers efficiency and scale benefits while allowing responsiveness and innovation.
Matrix
## Footnote
The matrix structure combines elements of both functional and divisional structures.
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What are some strategies to manage resistance to change?
* Education
* Participation
* Facilitation
* Negotiation
* Manipulation
* Coercion
## Footnote
Different strategies can be employed depending on the level of resistance and the specific context of the change.
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What is the difference between reactive and proactive change?
Reactive change responds to performance gaps; proactive change responds to prospective gaps
## Footnote
Understanding the type of change can influence how it is managed and communicated within an organization.
224
True or False: Effective change leadership requires a credible source and a receptive target.
True
## Footnote
Credibility and receptiveness are crucial for facilitating successful change initiatives.
225
What are the key objectives for leading change in organizations?
* Understand challenges of leading change
* Manage resistance to change
* Apply change principles to simulations
* Build toolkit for leading change initiatives
## Footnote
These objectives guide leaders in effectively navigating the complexities of organizational change.
226
What is the primary goal of the change management simulation?
Persuade 18 executives to implement change in response to customer demands
## Footnote
The simulation emphasizes the importance of influence and strategic approach in leading organizational change.
227
What role do short-term wins play in the change process?
Build momentum and demonstrate progress
## Footnote
Celebrating short-term wins can help maintain motivation and engagement during the change process.
228
What should leaders do to anchor change in the organizational culture?
* Tell personal success stories
* Include change values in selection and training
* Publicly recognize original coalition members
## Footnote
Institutionalizing change helps ensure its sustainability within the organization.
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What is organizational culture?
System of shared assumptions, values, and artifacts & practices that dictate to employees what behaviors are considered (in)appropriate.
## Footnote
Source: Schein, 1992
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What are the three levels of organizational culture?
* Artifacts & Practices
* Values
* Basic underlying assumptions
## Footnote
Source: Schein, 2003
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What are artifacts & practices in organizational culture?
Behavior, language, architecture, attire, décor. High visibility.
## Footnote
Source: Schein, 2003
232
What are values in the context of organizational culture?
Guides to behavior that are hard for newcomers to see but can be learned.
233
What are basic assumptions in organizational culture?
Taken-for-granted assumptions about why we hold values and who we are.
234
What is a strong culture?
When values are widely shared (high consensus) and strongly held (high intensity).
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What are advantages of a strong organizational culture?
* Attracting, selecting, and retaining employees that fit the culture
* Employees motivated to achieve organizational goals
* Cohesive employee base
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What are challenges of a strong organizational culture?
* Generating homogeneity, risk of groupthink
* Adapting to dynamic environments
* Effecting organizational change
## Footnote
Sources: O’Reilly & Chatman, 1996; Sorenson, 2002
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How is organizational culture diagnosed from the outside?
Through organizational uniqueness bias and stories that answer questions of justice, safety, and control.
## Footnote
Source: Martin, 1983
238
What defines the culture at Bear Stearns and JPMorgan?
Differences in basic assumptions, artifacts, and practices.
## Footnote
Refer to the case study for specific details.
239
What was the impact of the Great Recession on the economy?
* Unemployment rate peaked at 10%
* 8.7 million jobs lost in the US
* S&P 500, Dow Jones, Nasdaq declined by 50%+
* Real US GDP contracted by 4.2%
* 10 million people lost their homes
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What were the political implications during the Great Recession?
* Gridlock in US Congress on bailouts
* Rise of political polarization and populist movements
241
What global effects did the Great Recession have?
* Global unemployment rose above 200 million
* More than 45% of global wealth was destroyed
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What are the key components of the final exam structure?
* Closed book / closed notes
* 60 minutes duration
* 50% multiple choice / 50% short answer
243
What is the significance of the Bear Stearns-JP Morgan culture case?
Illustrates the alignment of strategy, structure, and culture in financial institutions.
244
Fill in the blank: Organizational culture is shaped most by its _______.
[basic underlying assumptions]
245
True or False: Strong organizational cultures always lead to positive outcomes.
False
246
What are the two types of values in organizational culture?
* Espoused values
* Enacted values
247
What is the relationship between artifacts and practices and basic assumptions?
Artifacts and practices reflect the underlying values and assumptions of the organization.
248
What are the key components of organizational culture?
* Artifacts and practices
* Values (espoused and enacted)
* Basic underlying assumptions
249
What is one benefit of strong organizational cultures?
Employee fit, motivation, and cohesion
250
What is a potential drawback of strong organizational cultures?
Homogeneity, group think, inflexibility
251
What are the key steps in the selection process?
* Define the position and performance expectations
* Source candidates
* Screen candidates
* Interview candidates
* Check references
252
Why is the selection process challenging?
* Resume cues of personality are suboptimal
* Applicants may fake personality profiles
* Standard interviews are poor predictors of job performance
253
What can improve the selection process?
* Request past examples of actual work product
* Conduct task trials/simulations
* Use structured interviews
254
What does socialization involve?
Acquiring social knowledge and skills for a new role
255
What are the benefits of effective socialization?
* Cultural adaptation
* Commitment
* Performance
* Retention
256
What are new hire core motives during socialization?
* Uncertainty reduction
* Social acceptance
* Self-expression
257
How can socialization be improved?
* Leverage time before job start dates
* Redesign socialization to yield heterogeneity
* Encourage proactive socialization
258
True or False: Structured interviews yield better predictive validity than standard interviews.
True
259
Fill in the blank: The variance explained in performance by standard interviews is _______.
1.5%
260
Fill in the blank: The variance explained in performance by structured interviews is _______.
16.9%
261
What are the components of the leader toolkit for selection and socialization?
* Facilitate employee performance
* Enhance well-being
* Promote sense of belonging
262
What is a key takeaway from the Bear Stearns-JP Morgan culture case?
Strong cultures can be both beneficial and detrimental
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What should leaders focus on to improve socialization processes?
* Rely on socialization tactics that signal social acceptance
* Empower new hires to seek out informal mentors
