Organisational Management and Behaviour Flashcards
(214 cards)
1
Q
What is diversity?
A
Diversity refers to the variety of characteristics among people, including gender, age, ethnicity, socioeconomic status, and ability.
Diversity movements include the Me Too Movement, Black Lives Matter, and the Times Up Movement.
2
Q
What is the difference between surface-level and deep-level diversity?
A
Surface-level diversity includes visible attributes such as age, race, and gender, while deep-level diversity involves underlying attributes like personality, values, and beliefs.
3
Q
What percentage of Australian workers was born overseas?
A
One in three Australian workers was born overseas.
4
Q
What is unfair discrimination?
A
Unfair discrimination is making judgments about individuals based on stereotypes regarding their demographic group.
5
Q
What is stereotype threat?
A
Stereotype threat refers to the fear of confirming negative stereotypes about one’s own demographic group, which can lead to reduced performance.
6
Q
True or False: Discrimination in the workplace is fully eradicated by law.
A
False
7
Q
What is the trend in the age distribution of the Australian workforce?
A
Workers over 55 now outnumber those under 25, and the participation of workers aged 65+ has risen significantly.
8
Q
What are some challenges faced by women in the workplace?
A
Women face significant disparities in promotions, bonuses, and salaries, and encounter ‘maternal wall bias’ when balancing work and motherhood.
9
Q
What is the legal framework regarding age discrimination in Australia?
A
Laws against age discrimination exist, though some exceptions apply.
10
Q
What are the two types of ability in the workplace?
A
Intellectual and physical abilities.
11
Q
Fill in the blank: A positive diversity climate increases _______ and commitment.
A
retention
12
Q
What are some strategies for managing workplace diversity?
A
- Attracting, selecting, developing, and retaining diverse employees
- Ensuring hiring and promotion is bias-free
- Developing a positive diversity climate
13
Q
What does cultural intelligence (CQ) refer to?
A
Cultural intelligence (CQ) is the ability to understand and effectively navigate unfamiliar cultural environments.
14
Q
What is the impact of diverse teams when managed effectively?
A
Diversity enhances creativity, innovation, and decision-making by bringing together varied perspectives and expertise.
15
Q
What are some persistent biases affecting gender in the workplace?
A
Gender bias affects hiring, development, and leadership selection, often favoring men in male-dominated roles.
16
Q
What is the impact of negative perceptions of older workers?
A
Negative perceptions are slowly fading, and managers increasingly value older workers for their willingness to learn and attention to detail.
17
Q
True or False: All individuals have the same strengths and weaknesses.
A
False
18
Q
What is the expected economic benefit of abandoning prescriptive gender norms in Australia by 2050?
A
$163 billion
19
Q
What percentage of disabled individuals participate in the labor force compared to non-disabled individuals?
A
53.4% vs. 84.1%
20
Q
What can be an effect of unconscious biases in the workplace?
A
Unconscious biases can hinder performance and limit opportunities.
21
Q
What is one way to support the aging workforce?
A
- Flexible work design
- Ergonomic interventions
- Career management interventions
- Positive intergenerational exposure
22
Q
What is the role of laws like Australia’s Disability Discrimination Act?
A
These laws help protect diverse groups and shape inclusive organizational practices.
23
Q
What are the key components of effective diversity programs?
A
- Equal employment opportunity
- Encouraging fair treatment of all people
- Personal development practices
24
Q
What is personality?
A
The unique combination of emotional, thought, and behavioural patterns that affect how a person reacts to situations and interacts with others.
Most often described in terms of measurable traits such as shy, aggressive, loyal, etc.
25
What are the three main determinants of personality?
1. Heredity
2. Environment
3. Situation
26
What percentage of personality is attributed to heredity?
40%
27
What is the Big-Five Model of personality?
1. Extraversion
2. Agreeableness
3. Openness to Experience
4. Conscientiousness
5. Emotional Stability (Neuroticism)
28
What are the characteristics of Extraversion?
1. Gregarious
2. Assertive
3. Social
4. Reserved (low)
5. Timid (low)
6. Quiet (low)
29
Fill in the blank: The Big-Five model is also known as _______.
OCEAN
30
What traits are associated with Conscientiousness?
1. Responsible
2. Organized
3. Dependable
4. Persistent
5. Easily distracted (low)
6. Disorganized (low)
7. Unreliable (low)
31
What does Agreeableness encompass?
1. Cooperative
2. Warm
3. Trusting
4. Cold (low)
5. Antagonistic (low)
32
What are the characteristics of Emotional Stability?
1. Secure
2. Self-confident
3. Calm
4. Anxious (low)
5. Depressed (low)
6. Insecure (low)
33
What is the Myers-Briggs Type Indicator (MBTI)?
A personality test consisting of 100 questions that assesses how individuals feel or act in certain situations.
34
What are the four dichotomies in the MBTI?
1. Extraversion (E) vs. Introversion (I)
2. Sensing (S) vs. Intuition (N)
3. Thinking (T) vs. Feeling (F)
4. Judging (J) vs. Perceiving (P)
35
What is Machiavellianism?
The degree to which people are pragmatic, maintain emotional distance, and believe that ends justify means.
36
What defines Narcissism?
A person with a grandiose sense of self-importance that is arrogant and requires excessive admiration.
37
What characterizes Psychopathy?
A person who lacks concern for others and lacks guilt or remorse when their actions cause harm.
38
Define Core Self-evaluations.
A personality trait that captures the extent to which individuals like themselves and see themselves as capable and effective in the workplace.
39
What is self-monitoring?
An individual’s ability to adjust behavior to external, situational factors.
40
What is the definition of a proactive personality?
A person who identifies opportunities, shows initiative, takes action, and perseveres until meaningful change occurs.
41
What does Situation-strength theory examine?
The strength of situational cues and their impact on behavior.
42
What are the benefits of strong situations in organizations?
Prevent misconduct, ensure consistency, and maintain order.
43
What are the drawbacks of strong situations?
Can be dull, demotivating, suppress creativity, and hinder initiative.
44
What does Trait-activation Theory (TAT) suggest?
Certain situations activate specific personality traits, making them more relevant in predicting behavior.
45
True or False: The Big Five is the most widely used personality-assessment instrument in the world.
True
46
What are values?
Basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.
47
List the two types of values.
* Terminal Values
* Instrumental Values
48
What are terminal values?
Desirable end states of existence and goals a person would like to achieve during their lifetime.
49
What are instrumental values?
Preferable modes of behavior and means of achieving one’s terminal values.
50
Give an example of a terminal value.
Personal Growth
51
What is the relationship between values and personality?
Values may be influenced by genetically transmitted traits, indicating a connection between personality and values.
52
How do values impact organizations?
* Shape perceptions
* Form attitudes
* Influence motivation
* Affect job satisfaction and performance
53
What happens when personal values misalign with organizational policies?
It can lead to disappointment, lower motivation, and productivity.
54
What is the Rokeach Value Survey?
A framework that identifies terminal and instrumental values.
55
What are generational values?
Values that can lead to oversimplification, stereotyping, and biases in the workplace.
56
What is the theory of personality-job fit?
It identifies six personality types and proposes that satisfaction and turnover are determined by the fit between personality type and occupational environment.
57
What does person-organization fit theory state?
People are attracted to organizations that match their values and leave when there is no compatibility.
58
Define individualism in cultural values.
The degree to which people in a culture prefer to act as individuals rather than as members of groups.
59
Define collectivism in cultural values.
Emphasizes a tight social framework where people expect others in groups to look after them and protect them.
60
What is long-term orientation in cultural values?
Looking to the future and valuing thrift and persistence.
61
What is short-term orientation in cultural values?
Valuing the here and now; accepting change readily and not seeing commitments as impediments to change.
62
What does high uncertainty avoidance imply?
A preference for structured over unstructured situations, leading to rigidity and rule-following.
63
What does low power distance indicate?
Expecting relatively equal power sharing and viewing the relationship with a boss as interdependent.
64
What characterizes masculinity in cultural values?
The degree to which values such as the acquisition of money and material goods prevail.
65
What characterizes femininity in cultural values?
The degree to which people value relationships and show sensitivity and concern for others.
66
What should managers be aware of regarding cultural values?
They should understand underlying cultural assumptions, not just visible differences.
67
True or False: Personality fully determines behavior in organizations.
False
68
What is the significance of understanding personality in the workplace?
It helps managers match employees with suitable roles.
69
What do values influence in the workplace?
* Attitudes
* Behaviors
* Perceptions
70
Fill in the blank: The _______ framework is a key framework in understanding personality.
[Big Five]
71
What are the implications of values for organizational outcomes?
Values vary across cultures and can influence organizational effectiveness.
72
What are attitudes?
Evaluative statements about objects, people, or events reflecting how we feel about something.
73
How do attitudes relate to behavior?
Attitudes influence intentions which lead to behavior, based on beliefs and subjective norms.
74
What is job satisfaction?
An individual’s positive feeling about a job resulting from an evaluation of its characteristics.
75
What are the three components of an attitude?
* Beliefs
* Attitudes
* Intentions
76
What is Fishbein and Ajzen’s Theory of Reasoned Action?
A theory predicting behaviors based on attitudes and subjective norms.
77
True or False: Attitudes can be changed directly through education.
False. Attitudes can be changed indirectly through education and training.
78
What is cognitive dissonance?
Discomfort experienced when attitudes and behavior are inconsistent.
79
What are the types of organizational commitment?
* Affective Commitment
* Continuance Commitment
* Normative Commitment
80
What is perceived organizational support (POS)?
Employees’ belief that the organization values their contributions and cares for their well-being.
81
Factors that impact employee engagement include:
* Availability of resources
* Work meaningfulness
* Relationships with managers
* Organizational culture
82
What are the outcomes of job satisfaction?
* Job performance
* Organizational citizenship behaviors
* Customer satisfaction
* Life satisfaction
83
What are common responses to job dissatisfaction?
* Exit
* Voice
* Loyalty
* Neglect
84
What is the impact of high perceived organizational support?
* Higher organizational citizenship behavior
* Lower tardiness and absenteeism
* Improved customer service and job performance
85
What factors contribute to job satisfaction?
* Job conditions
* Training and skill development opportunities
* Social support
* Feedback and recognition
86
Fill in the blank: Employees whose values align with their company’s ______ tend to be more satisfied.
[Corporate Social Responsibility]
87
What are the types of job attitudes?
* Job Satisfaction
* Job Involvement
* Organizational Commitment
* Perceived Organizational Support
* Employee Engagement
88
True or False: Job satisfaction has remained relatively stable over the years.
True.
89
What can regular employee satisfaction surveys help managers assess?
Whether changes are likely to meet with resistance based on beliefs, feelings, or norms.
90
What is the relationship between job satisfaction and life satisfaction?
Job satisfaction is positively correlated with life satisfaction.
91
What are counterproductive work behaviors?
* Excessive socializing & gossiping
* Theft
* Absenteeism
* Substance abuse
92
What is the impact of low employee engagement on global GDP?
$8.9 trillion lost in global GDP due to low engagement.
93
What does high core self-evaluation lead to?
Higher job satisfaction.
94
What are emotions?
Intense, discrete and short-lived feeling experiences caused by a specific event
## Footnote
Emotions are typically immediate responses to stimuli.
95
What are moods?
Longer lived and less intense feelings than emotions, often arising without a specific event acting as a stimulus
## Footnote
Moods can last for hours or days.
96
What are positive affects?
* Excited
* Strong
* Enthusiastic
* Inspired
* Determined
* Attentive
## Footnote
Positive affects contribute to overall well-being.
97
What are negative affects?
* Upset
* Guilty
* Scared
* Jittery
* Afraid
* Ashamed
* Nervous
## Footnote
Negative affects can lead to emotional distress.
98
What are moral emotions?
Emotions with moral implications due to instant judgment of situations that evoke them, such as sympathy, guilt, and anger
## Footnote
They depend on situational and normative contexts.
99
What is the positivity offset?
Individuals tend to feel mildly positive in neutral situations
## Footnote
This phenomenon helps maintain positive moods in various environments.
100
How do emotions affect job performance?
Happy employees have better job attitudes, fewer counterproductive behaviors, and higher productivity
## Footnote
Emotional well-being is closely linked to workplace outcomes.
101
What is emotional labour?
The expression of organizationally desired emotions during interpersonal transactions at work
## Footnote
It often involves managing feelings to comply with workplace norms.
102
What is the difference between felt and displayed emotions?
Felt emotions are what employees genuinely feel, while displayed emotions are what organizations expect employees to show
## Footnote
This distinction is crucial in understanding emotional labour.
103
What is surface acting?
Hiding feelings and emotional expressions in response to display rules
## Footnote
It often leads to increased stress and emotional exhaustion.
104
What is deep acting?
Trying to modify true feelings based on display rules
## Footnote
Deep acting is linked to higher job satisfaction and performance.
105
What is emotional dissonance?
The gap between felt and displayed emotions, leading to burnout, lower job satisfaction, and decreased performance
## Footnote
It often occurs in environments with strict emotional display rules.
106
What are the sources of emotions and moods?
* Personality
* Time of day
* Age
* Gender
* Sleep
* Exercise
* Stress
* Social activities
* Weather
## Footnote
These factors can significantly influence emotional states.
107
How does age influence emotions?
Senior people experience fewer negative emotions
## Footnote
Emotional responses can change with age.
108
How does gender influence emotions?
Women tend to be more emotionally expressive, feel emotions more intensely, and express emotions more frequently than men
## Footnote
This difference affects workplace dynamics.
109
What is emotional intelligence (EI)?
The ability to perceive, understand, and regulate emotions in oneself and others
## Footnote
EI is crucial for effective teamwork and leadership.
110
What are some techniques for emotion regulation?
* Emotional suppression
* Cognitive reappraisal
* Social sharing (venting)
* Mindfulness
## Footnote
These techniques can help manage emotions in the workplace.
111
What is the 'Fake It ‘Til You Make It' effect?
Acting happy can actually improve one's mood
## Footnote
This effect illustrates the connection between behavior and emotional state.
112
How do positive moods affect decision making?
Positive moods improve decision quality and problem-solving
## Footnote
They can lead to more effective outcomes in various situations.
113
How do negative moods affect creativity?
Negative moods can drive critical thinking and influence certain types of creativity
## Footnote
This suggests that both positive and negative emotions can be beneficial in different contexts.
114
What is emotional contagion?
The phenomenon where customers 'catch' emotions from employees
## Footnote
Positive moods in employees can enhance customer experience.
115
What impact do negative emotions have on workplace safety?
Negative moods increase workplace injuries by reducing focus and increasing anxiety
## Footnote
Emotional well-being is critical for maintaining a safe work environment.
116
What is Perception?
A process by which individuals organise and interpret their sensory impressions in order to give meaning to their environment.
117
Why is perception important in the study of Organizational Behavior (OB)?
People’s behaviour is based on their perception of what reality is, not on reality itself.
118
What factors influence perception?
* The Perceiver
* The Object (Target)
* The Context (Situation)
119
How do personal characteristics influence perception?
Factors include attitudes, personality, motives, interests, past experiences, and expectations.
120
Fill in the blank: We see what we expect to see, not necessarily the _______.
[truth]
121
What is Person Perception?
How we form impressions of others.
122
What does Attribution Theory explain?
The ways in which we judge people differently, depending on the meaning we attribute to a given behaviour.
123
What is Internal Attribution?
Behavior is due to personal control (e.g., laziness, skills, effort).
124
What is External Attribution?
Behavior is due to situational factors (e.g., traffic, bad weather, workplace policies).
125
What insights can be drawn from the promotion scenario in Attribution Theory?
* Hard work and competence (Internal Attribution)
* Favoritism from management (External Attribution)
126
What are the key factors in Attribution Theory?
* Distinctiveness
* Consensus
* Consistency
127
What does a high distinctiveness indicate?
The person behaves differently in different situations.
128
What does a high consensus indicate?
Others behave the same way in a similar situation.
129
What does a high consistency indicate?
The person behaves the same way over time.
130
True or False: The Fundamental Attribution Error leads to underestimating external factors when judging others.
True
131
What is Self-Serving Bias?
Attributing our successes to internal factors and failures to external factors.
132
What is Selective Perception?
Any characteristic that makes a person, an object, or an event stand out increases the probability that we will perceive it.
133
What is the Halo Effect?
A positive trait influences overall impression.
134
What is the Horns Effect?
A negative trait influences overall impression.
135
What does the Contrast Effect imply?
Perception is influenced by comparisons to others.
136
What is Stereotyping?
Judging someone based on the group they belong to.
137
Fill in the blank: A Self-Fulfilling Prophecy occurs when an expectation about a person leads them to behave in ways that _______ that expectation.
[confirm]
138
What is the Pygmalion Effect?
Positive expectations from one person lead to improved performance in another person.
139
What is the Golem Effect?
Lower expectations lead to decreased performance.
140
What is the Galatea Effect?
A person’s belief in their own ability enhances performance.
141
How do biases impact managerial decisions?
Managers evaluate employees based on perception, which can lead to biases in hiring and performance evaluations.
142
How quickly are first impressions formed during interviews?
Within one-tenth of a second.
143
What is a common consequence of perceptual biases in performance evaluations?
They impact promotions, raises, and career growth.
144
What is decision making?
A conscious process of making choices among two or more alternatives, with the intention of moving toward some desired state of affairs.
145
What does the Rational Decision-Making Model assume?
Decision makers are rational and objective, making value-maximizing choices.
146
List the key assumptions of Rational Decision Making.
* The decision maker has complete information.
* All relevant options are considered without bias.
* The decision maker selects the option with the highest utility.
147
What are the steps in the Rational Decision-Making Model?
* Identify the decision criteria.
* Allocate weights to the criteria.
* Develop the alternatives.
* Evaluate the alternatives.
* Define the problem.
* Select the best alternative.
148
True or False: Most real-world decisions follow the Rational Decision-Making Model.
False
149
What is Bounded Rationality?
A process of making decisions by constructing simplified models that extract essential features from problems without capturing all their complexity.
150
Define intuition in decision making.
A non-conscious, experience-based process that relies on patterns and emotions.
151
What is Overconfidence Bias?
The tendency to overestimate one's accuracy in decision making, leading to risky choices.
152
What is Anchoring Bias?
Relying too much on initial information (the anchor) when making decisions.
153
Explain Confirmation Bias.
Seeking out information that supports our views while ignoring contradictory evidence.
154
What is Availability Bias?
Making decisions based on easily available information rather than actual probabilities.
155
What is Escalation of Commitment?
A tendency to stick with a failing decision even when evidence suggests otherwise.
156
Define Randomness Error.
The tendency to see patterns in random events and believe we can predict outcomes.
157
What is Risk Aversion?
The preference for a sure thing over a risky outcome, even when the expected value is the same.
158
Explain Hindsight Bias.
The tendency to believe after an outcome is known that we would have accurately predicted it.
159
What factors impact decision making?
* Individual differences.
* Organisational constraints.
* Performance evaluation.
* Reward systems.
* Personality.
* Gender.
* Mental ability.
* Cultural differences.
* Formal regulations.
* System-imposed time constraints.
* Historical precedents.
160
What are the three ethical decision-making approaches?
* Utilitarianism.
* Fundamental Rights.
* Fairness (Justice Approach).
161
How does lying affect decision making?
Lying distorts decision-making by misrepresenting facts.
162
What is the impact of creativity in decision making?
Creativity helps decision-makers see problems differently and find novel solutions.
163
What are the causes of creative behavior?
* Intelligence & Creativity.
* Personality & Creativity.
* Expertise & Creativity.
164
What are the conditions that foster a creative environment?
* Motivation.
* Reward & Recognition.
* Resources.
* Culture & Leadership.
* Teamwork.
165
What is the relationship between novelty and innovation?
Novelty alone is not enough—creative ideas must be useful to drive innovation.
166
What implications should managers consider for effective decision making?
* Understand Perception & Behavior.
* Recognize Decision-Making Biases.
* Adapt to Cultural Differences.
* Combine Rational Analysis & Intuition.
* Enhance Creativity.
167
What is leadership?
The ability to influence a group toward the achievement of a vision or goals.
## Footnote
Influence can be formal or informal. Not all managers are leaders, and not all leaders are managers.
168
Why is leadership important?
It affects people, teams, and organizations by:
* Boosting motivation and engagement
* Improving job satisfaction and performance
* Encouraging psychological safety and trust
* Building collaboration and cohesion
* Driving organizational performance and retention
* Shaping culture and ethical behavior
* Leading to scandals, burnout, and high turnover when poor.
169
What distinguishes a leader from a follower according to Steve Jobs?
Innovation distinguishes between a leader and a follower.
170
What are the key characteristics of effective leaders according to John F. Kennedy?
Leadership and learning are indispensable to each other.
171
What is the primary difference between management and leadership?
Management is about persuading people to do things they do not want to do, while leadership is about inspiring people to do things they never thought they could.
172
What does trait theory focus on?
Personal qualities and characteristics that differentiate leaders from others.
## Footnote
Early research identified many traits with little agreement, leading to the Big Five Personality Framework.
173
What are the Big Five Personality traits relevant to leadership?
* Extraversion
* Conscientiousness
* Openness
* Neuroticism
* Agreeableness
174
What does emotional intelligence (EI) include?
* Self-awareness
* Empathy
* Emotional regulation
175
What do behavioral theories of leadership suggest?
Leaders can be trained, not just born.
## Footnote
This perspective suggests that leadership is about what leaders do rather than who they are.
176
What are the two dimensions identified in the Ohio State University studies?
* Initiating Structure
* Consideration
177
What does Fiedler's contingency leadership theory emphasize?
Leadership effectiveness depends on matching a leader’s style with the situation.
178
What is LPC in Fiedler's model?
Least Preferred Co-worker, measuring whether a leader is task-oriented or relationship-oriented.
179
What are the three key situational variables in Fiedler's model?
* Leader–Member Relations
* Task Structure
* Position Power
180
What is Situational Leadership Theory (SLT)?
A model focusing on matching leadership style to the follower's developmental level.
181
What are the four leadership behaviors in the SLII® model?
* Directing
* Coaching
* Supporting
* Delegating
182
What is Leader-Member Exchange (LMX) theory?
A theory that supports leaders creating ingroups and out-groups among subordinates.
183
What outcomes are associated with high-quality LMX?
* Higher performance
* Job satisfaction
* Trust and motivation
184
What is charisma in leadership?
A quality that sets individuals apart and endows them with extraordinary powers or qualities.
185
What are the key characteristics of charismatic leaders?
* Vision and articulation
* Personal risk
* Sensitivity to follower needs
* Unconventional behavior
186
What is transformational leadership?
Leaders who inspire followers to transcend their own self-interests and have a profound effect on them.
187
What are the key behaviors of transformational leadership according to Bass?
* Idealised Influence
* Inspirational Motivation
* Intellectual Stimulation
* Individualised Consideration
188
What does transactional leadership focus on?
Guiding or motivating followers toward established goals by clarifying role and task requirements.
189
What are the three dimensions of transactional leadership?
* Management by exception–active
* Management by exception–passive
* Contingent reward
190
What are pro-social and socially aversive leadership?
Pro-social leadership is uplifting and ethical, while socially aversive leadership can be manipulative or self-absorbed.
191
What is the 'Dark Side of Charisma'?
Charisma can lead to misusing authority and overriding organizational interests with personal visions.
192
What role does ethics play in leadership?
Ethics is crucial in guiding leaders' actions and decisions.
193
What type of leadership is typically pro-social?
Transformational leadership
## Footnote
Transformational leadership is uplifting, empowering, and ethical.
194
What are the characteristics of narcissistic leadership?
Self-absorbed, overconfident, lacks empathy
## Footnote
Narcissistic leaders often prioritize their own needs and desires.
195
Define Machiavellian leadership.
Manipulative, strategic, win-at-all-costs
## Footnote
This type of leadership focuses on self-interest and power.
196
What is ethical leadership?
Involves setting expectations for conduct, acting with fairness, humility, and consistency
## Footnote
Ethical leadership emphasizes morality in decision-making.
197
List three outcomes of ethical leadership.
* Promote trust
* Reduce stress
* Increase citizenship behaviour
198
What concept is linked to ethical leadership and involves inspiring followers with moral values?
Socialised charisma
## Footnote
This concept emphasizes the moral influence of leaders on their followers.
199
How do effective ethical leaders communicate shared moral principles?
Use stories and statements to connect on values
## Footnote
They inspire through positive and courageous messages.
200
What is the definition of trust in leadership?
Willingness to be vulnerable based on positive expectations
## Footnote
Trust is fundamental for effective leadership.
201
True or False: Breaks in trust can damage performance, cooperation, and morale.
True
202
What are the characteristics of authentic leadership?
* Transparent
* Humble
* Value-driven
## Footnote
Authentic leaders act consistently with their beliefs.
203
What is servant leadership focused on?
Serving others first—not self
## Footnote
This leadership style emphasizes the well-being of others.
204
List two key behaviours of servant leadership.
* Listening
* Empathy
205
What does attribution theory suggest about leadership?
People seek to explain events by assigning cause and responsibility
## Footnote
Leadership is often labeled based on observed traits or results.
206
What are substitutes for leadership?
* Experience
* Training
* Structured tasks
* Cohesive groups
207
What are neutralizers of leadership?
* Indifference to rewards
* Rigid procedures
208
What traits should be focused on when selecting leaders?
* Extraversion
* Conscientiousness
* Openness
* Emotional intelligence
* Self-monitoring abilities
209
What common themes are found in leadership training?
* Strategic vision
* Mentoring
* Trust-building
* Resilience
* Adaptability
210
What is the takeaway regarding leadership and group performance?
Leadership plays a central role in group performance
## Footnote
Effective leadership is linked to productivity and success.
211
What are the Big Five traits linked to leader emergence?
* Extraversion
* Conscientiousness
* Openness
212
What are the two key styles identified in behavioral theories of leadership?
* Task-oriented (initiating structure)
* People-oriented (consideration)
213
What do contemporary approaches to leadership emphasize?
* Trust
* Values
* Relationships
214
True or False: Ethical and authentic leadership are essential in today's complex environments.
True
