part three Flashcards
(119 cards)
1
Q
what are the five traits of the trait theories in leadership?
A
- intelligence
- self-confidence
- determination
- integrity
- socaibility
2
Q
how might organizations advocating a trait approach select people to hire? what else might they use them for?
A
by using personality tests to select those with the right combination of characteristics; self-assessments
3
Q
what does the LMX propose?
A
that leaders develop with different or less effective leadership relationships with different subordinates
4
Q
why is a single person not adequate for the need of the situation?
A
leadership functions must be shared by several individuals in a group or organization
5
Q
what is being left out in the contingency theory and classic models of leadership?
A
the role of those being led in the organization and the role of communication
6
Q
what does contingency theory assume about a task-oriented leader?
A
they would be more effective in structured situations than a relationship-oriented leader
7
Q
what does transactional leadership refer to?
A
a relationship in which there is an exchange of some sort between leaders and followers, e.g. politicians
8
Q
what is central to transformational leadership? why?
A
exemplification; leaders who want to instill the ideals of hard work and ethical behavior would do so by exemplifying those ideals in their own behavior
9
Q
which leaders are more effective, those who use pragmatic or visionary content in their communication?
A
visionary
10
Q
contingency theory; considerations, outcome
A
the theory of “it depends”; one must consider both motivation & the capacity to control a situation. When the appropriate leadership style is applied, the best outcome occurs.
11
Q
what, according to miller, leads to higher leadership effectiveness?
A
how a message is delivered; strong delivery styles, appropriate use of facial expression and gestures, increased vocal variety
12
Q
strengths of contingency theory (3)
A
promotes self-reflection, adds nuance to ‘trait’ approaches, promotes consideration of situation factors
13
Q
weaknesses of contingency theory (5ish)
A
lacks flexibility, leadership styles are traits, false dichotomy (relational vs task orientation - there is a lot more that goes into leader and situational factors, too broad or simplistic, better than trait approaches but far from perfect
14
Q
laura, a retail manager, is focused on how she is perceived by her employees. she wants to know how they’re doing and if they’re satisfied in their current roles, what leadership orientation is she most likely? why?
A
relationship oriented; emphasis is on maintaining a positive relationship with a group; maintaining friendliness is a must
15
Q
angie, a retail manager, is focused on her employees meeting their weekly sales goals. she issues weekly sales challenges and meets with those who fall short of their goal. what leadership is she most likely? why?
A
task-oriented; emphasis on the task at hand, regulating behavior and reducing goal ambiguity
16
Q
what are the situational considerations of leadership?
A
leader-member relations, task structure, position power, task oriented, good situations, bad situations
17
Q
leader-member relations
A
Quality of relationship between leader and group
18
Q
position power
A
Do people know what is expected of them?
19
Q
good situations
A
How much authority does leader possess?
20
Q
task structure
A
Better when situations are highly favorable or unfavorable
21
Q
task oriented
A
- Nothing to worry about
- Focus on task
22
Q
bad situations
A
- Drive group toward goals
- Can’t fix relationships
23
Q
according to the contingency theory, what was success contingent with?
A
- motivational style
- capacity to control the situation (lead in particular ways)
24
Q
how does the amount of authority that a leader possesses impact their actions?
A
if they have too little, they need to do more; too much, do less
25
what is the basic premise of the LMX? (3)
- relationships are different w/each separate subordinate
- ->developed over time
- leadership is a series of dyadic relationships
26
what does low employee turnover indicate?
higher satisfaction levels
27
what are the results of LMX relationships?
1. ) Lower subordinate turnover
2. ) Higher subordinate satisfaction
3. ) Greater likelihood for promotion
4. ) Better subordinate ratings
5. ) * Higher role expectations
28
what two factors determine relationship type?
initial interactions:
1. liking by the leader
2. leader's view of subordinates ability
29
are relationships constant? how does maintenance occur?
they can change over time; via communication
30
what is the LMX characterized by? SX?
mutual trust, liking, greater interaction; role defined, contractually
31
what form of persuasion are people in LMX relationships more likely to use? what isn't hidden?
open and strategic; desired outcomes
32
how do people in LMX relationships build trust through communication? (4) how does this impact the subordinate?
behavioral constituency, integrity, sharing and delegating, demonstration of concern; subordinate can predict future behavior
33
how can a leader communicate warmth and closeness?
through attentiveness, nonverbal cues, and verbal appreciation
34
how can superior-subordinate relationships be improved through upwards communication? (6)
1. plan before you pitch
2. know why the supervisor would agree with suggestion (align with their goals)
3. tailor your appeal based on past successes/failures
4. know your supervisor's knowledge
5. create coalitions
6. completely articulate message
35
how can superior-subordinate relationships be improved through downwards communication?
1. Routinely emphasize importance of communication (hallway chats, impromptu office visits, etc.),
2. Frame directives as a polite request (“do you think you could,” “could you please”)
3. share relevant information (don’t blindside, let them know if an old employee was hired back on)
3. Be sensitive to subordinates feelings (reprimand in private, focus on problem not person)
36
what is the difference between emotional work and emotional labor?
emotional labor refers to jobs where workers are expected to display certain feelings in order to satisfy organizational role expectations, whereas emotional work deals with genuine and managed emotions
37
what does emotional work require? (3)
- Need for compassion
- Connection from talking with others
- Responses can be both verbal and nonverbal
38
what are the 3 aspects of compassionate communication?
notice, connect, respond
39
what aspects of work relationships create potential for intense emotion in organizations?
- tension between public and private in work relationships
- relational networks and emotional buzzing
- conflicting allegiances
- emotional rights and obligations at work
40
public + private tensions
both the private and public life are in conflict in organizational life, e.g. friends outside of work
41
relational networks + emotional buzzing
emotions are contagious, interdependence of workers (e.g. rumors)
42
conflicting allegiances
complex systems lead to multiple loyalties, e.g. best for individual vs company
43
emotional rights + obligations
stems from a disruption of the strong sense of relational morality, i.e. what's fair, right, and just
44
emotional rules (6)
- express emotions in a professional way
- Express emotions to improve situations
- Express emotions to the right people
- Express emotions to help individuals
- Do not manage emotions for personal benefit to the detriment of others
- The expression of certain emotions is always inappropriate
45
what are the assumptions of the emotional rules?
- the assumption that people can control their emotions all the time, but this is not true for all people
- assumes that this list is exhaustive but this is most likely not the case.
46
why is emotional labor often faked?
* Self interest (to get better tips), personal gain
| * Job security
47
what does emotional intelligence grant you the ability to? (3)
o Recognize and interpret emotional accurately both others and your own
o Control emotion
o Expressing emotion (empathy + support)
48
what is emotional intelligence prescriptive of? (4) why is it important?
```
o Successful leadership
o Less bullying
o More forgiving
o More empathetic
+if you cant manage your emotions, you are unable to communicate competently
```
49
how can emotional intelligence be developed?
through training
50
what does emotional intelligence require?
a clear understanding of the emotional needs of the situation and the self-awareness/self-control necessary for using the right emotional display to cope with the situation
51
what is the outcome of LMX? what are the benefits of each?
whether your are in-group or out-group;
-in-group: closer with leader, more responsibility, greater opportunity for relationship
out-group: less favored by leader, more routine tasks, not as much opportunity for growth
52
stressors
environmental factors that are difficult for an individual to deal with
53
burnout + stages
strain from ongoing stressors;
1. emotional exhaustion
2. lack of personal accomplishment
3. depersonalization
54
outcomes
physiological, attitudinal, and organizational results of burnout
55
stressors examples
workload, role conflict, role ambiguity, life events, home/work conflict
56
burnout examples
emotional exhaustion, depersonalization, decreased personal accomplishment
57
outcomes examples
coronary heart disease, high blood pressure, lower job satisfaction, less commitment, turnover
58
what does anger cause in people?
- physical + verbal aggression
| - passive aggression
59
how do people deal with anger? (3)
- suppression
- venting
- burnout
60
what can suppression lead to? what does *that* lead to? (3)
chronic hostility, the constant simmering in anger. leads to perceptual biases being demanding and ungenerous
61
what does research suggest about venting?
only temporary and boosts anger, resulting in greater dissatisfaction
62
emotional exhaustion
unable to face another day; core of burnout phenomenon; fatigued, frustrated, used up
63
what is the core of the burnout phenomenon?
emotional exhaustion
64
in whom is depersonalization most likely to occur? what is the result?
to workers who must communicate interpersonally with others as part of the job; poor views of others are developed, resulting in negative perceptions
65
how do workers with a lack of personal accomplishment view themselves?
as failures, incapable of effectively accomplishing job requirements
66
what re the 3 most frequently identified workplace stressors?
workload, role conflict, role ambiguity
67
what is a major danger of emotional labor?
the display of emotions that are not truly felt or 'emotional dissonance'
68
a funeral director who always feels sad when talking to grieving clients is experiencing what? if he feels concerned, but not sad, what is he experiencing? which is a more effective form of communication? why?
emotional contagion, or 'feeling with;' empathetic concern, or 'feeling for;' empathetic concern because it doesn't make you vulnerable to emotional exhaustion
69
Problem-centered coping
dealing directly with the cause of burnout
70
which coping strategy has the greatest results in reducing burnout?
problem-centered coping (e.g. delegation)
71
appraisal-centered coping
changing the way one thinks about the stressful situation
72
emotion-centered coping
dealing with the negative affective outcomes of burnout
73
when is emotional communication detrimental in the workplace?
when the primary form is emotional contagion, which results in exhaustion and ultimately burnout
74
detached concern
concern for clients can be maintained independent of strong emotional involvement
75
how can you reappraise your emotions when dealing with anger? (3)
- call to mind positive aspects of person/encounter
- focus on seeing yourself positive
- consider short + long term implications
76
jefferson strategy + benefits
o Count to 10 before reacting
o Count to 100 if angry (this is not the time to respond immediately) respond after decompressing and thinking for a moment
-->Lower adrenaline and heart rate
-->Give time to self-reflect
77
what is the benefit of participation in decision making (PDM)?
improve worker satisfaction and productivity through enhanced information flow (cognitive model) and the satisfaction of workers’ higher-order needs (attitudinal model)
78
what strategy can reduce burnout? how?
participation in decision making; a) reduces two of the workplace stressors (role conflict + ambiguity), b) leads to more accurate knowledge of worker expectations and organization policies and procedures
79
social support (3)
- Emotional support: Giving someone a shoulder to cry on.
- Informational support: advice and giving facts to help someone (e.g. giving advice for time management).
- Instrumental support: physical or material assistance to help (e.g. cooking someone dinner).
80
five stages of the normative model of decision making
formulation, concept development, detailing, evaluation, implementation
81
common flaws in negotiation and decision-making
The irrational escalation of commitment
- Choose course of action
- Continue on course despite all evidence
82
why does escalation occur?
- focus on beating opponent
- info bias
- impression management
83
intuitive decision making
depends on the decision maker accessing the relevant chunk of info and putting it to use; neither logical or illogical
84
BATNA
best alternative to a negotiated agreement
85
making decisions in an irrational world (3)
1. identify irrational decision making (yours + others)
2. objectively evaluate both sides
3. identify integrative and distributive compnents
86
phase model of decision making (4)
1. orientation (acquaintance)
2. conflict (solutions debated)
3. emergence (degree of consensus)
4. reinforcement (support)
87
framing
how decision is framed can affect decision making,purchasing decisions, scarcity
88
mythical fixed pie
what is good for them must be bad for us (distributive negotiation); doesn't consider alternatives
89
difference between integrative + distributive
integrative: multiple issues
distributive: one issue
90
integrative
there is a fair balance between the relationship and what is at stake – the fixed pie mentality is wrong
91
distributive
there is only one thing at stake. – this is when the idea that what is good for them is bad for us mentality is true
92
how does one create a greater sense of flexibility?
by turning a distrubutive negotiation into an integrative one
93
considering alternatives when negotiating/making a decision
```
-Determine BATNA
What’s the best case scenario?
-Know what is best for you
-Consider your opponent's BATNA
-Assess investments of both sides
Positions/requirements asked for
Genuine interest
-what is truly desired
-Estimate opponents issue importance
```
94
strategies for integrative agreements (7)
1. build trust
2. ask lots of questions
3. make multiple offers
4. identify risk preferences
5. identify time preferences
6. concession cost cutting to dampen loss
7. increase resources
95
perspective taking during negotiation/decision making
view the situation from both points of view, opposers and yours
96
risky shift phenomenon
depending on how an individual was leading before group interaction determines how group will respond
97
organizational knowledges
synoptic (abstract representations), cultural (understandings of sites/systems), improvisational (dealing with ambiguity)
98
guidelines for effective brainstorming
- No criticism
- Be creative
- Quantity is welcomed
- Combine & improve upon other ideas
99
problems with brainstorming
- Fear of appearing inferior/dumb leads to conformity
- Normative Influence
- Uniformity
- Pressure hurts creativity
- Slackers ride the coattails of hard workers
- Apprehension/withholding ideas
100
Brainstorming vs. nominal groups
brainstorming is done in a group, whereas nominal groups make decisions separately in solitude before sharing their previously determined ideas
101
why are nominal groups superior
Nominal groups are superior - more creative ideas, more ideas, better ideas
102
why is brainstorming inferior (5)
- Normative influence - pressure for uniformity, impedes creativity
- Free riding hypothesis - lets others do the work. Identifiability and dispensability.
- Matching effect
- Apprehension - people worried about being judged
- Production blocking - speaking etiquette - forget ideas, listening so don’t generate ideas
103
Antecedents of groupthink (4)
- High levels of cohesiveness
- High levels of self regard
- Structural defects - insulation, lack of procedural norms
- Concurrence seeking - open agreement, even if private disagreement. We are trying to get towards agreement, rather than best solution.
104
symptoms of groupthink
- Collective rationalization
- Pressure to conform
- Self censorship w/speech
- Illusion of unanimity/Invulnerability
105
groupthink fails to (4)
- Consider alternatives
- Seek out all relevant info (Fox and George Lucas licensing mishap)
- Develop back-up plans
- Reappraise and consider all objectives/objections
106
groupthink leads to (2)
- Poor decision making
| - Low quality decisions/plans being implicated
107
prevent groupthink by (5); what results in best outcome?
- Assigning a devil's advocate
- Assign checking tasks
- Leaders/mediators should be impartial
- Seek outside advice
- Assess reactions of affected parties
- UNANIMOUS DECISION usually pulls the best outcom
108
groupthink symptoms (7)
- illusion of invulnerability
- illusion of morality
- stereotyping
- self-censorship
- illusion of unanimity
- direct pressure on dissidents
- reliance on self appointed mind guards
109
functional theory of group decision making (5)
the group should:
- have correct understanding of issues
- determine minimal characteristics for acceptable alternative
- identify a relevant and realistic set of alternative
- carefully examine alternatives based on characteristics
- select the one with desired characteristics
110
affective model of participative decision making
PDM -->satisfaction of higher order needs -->work satisfaction -->motivation -->productivity
111
cognitive model of participative decision making
PDM -->upward info flow OR downward info flow -->productivity -->satisfaction
112
roselinde torres
requisite variety; to be an effective leader, anticipate changes and be able to adapt. think about ways you can take advantage of new opportunities.
113
gen. stanley mccrystal
* inform people so everyone's on same page
* how technology affects the way we communicate and creates leadership challenges
* inversion of expertise; challenge of being leader when subords have greater experience than leader
114
decision making defects
failure to: consider alternative, seek out relevant info, determine contingency plans, reappraise decision and consider objectives (functional theory of group decision making)
115
social comparison
people want others to view them positively
116
persuasive arguments theory
people hear others' views which bolsters their own, convincing them further of their position
117
intrapersonal processes
having to ruminate on opinion; self-influence
118
self-categorization
salience of group membership; desire to conform to norm, resist out-group
119
drew dudley
our definition of leadership matters, affecting how we perform, study, and experience leadership
