Week 14, Leadership, Slides Flashcards

Question

Situational Factors

Answer 1

* Tyrannical behavior may be legitimized by organizational values and norms ** e.g. use of uniforms and other symbols of subordinate status ** Stanford Prison Experiment 1. Mechanistic organizations emphasize compliance with centralized decisions 2. Entrepreneurial organizations susceptible to: (1) a strong need for independence and control, (2) distrust of others, and * Power - tyrannical behavior is associated with power in a U-shaped function * Stress may also contribute to petty tyranny

Answer 2

* Undermine leader endorsement (lower satisfaction) * Frustration and stress * Reactance - bending or breaking rules, criticizing people, reducing productivity, arguing, etc. * Helplessness * These effects are cyclical and may lead to further “tyranny” explaining why leaders continue to engage in these behaviors

Answer 3

* Abusive Leadership * Engaging in the sustained display of hostile verbal and nonverbal behaviors * Low base-rate phenomenon...? * Employees may respond to uncivil behavior with further incivility * More likely to withhold OCBs

Answer 4

* Personality and the Fate of Organizations * Stumbled into dark leadership in the 80’s * Little known about incompetent leaders * Herzberg’s (1966) hygiene factors ** De-motivators * Most important hygiene factor was incompetent or abusive managers * Examined climate data across of era, country, & occupation * 75% of the workforce reports the worst aspect of their job is their immediate supervisor * Hogan suggests that the base rate for incompetent managers is 65-75% * Ex. U.S. Postal Service * Suggests that it isn’t that these leaders lack skills, but that they have additional negative personality characteristics * “Serious flaws in personality go quite nicely with excellent social skills” * Intra-psychic issues * Interpersonal issues * Developed the Hogan Developmental Survey (HDS) * Measure characteristics associated with derailed leadership * 11 dimensions

Answer 5

* Research on bullying and harassment in the workplace since the late 80-ies * 5% report experience of bullying * Leaders and managers are involved in 50% to 80% of these incidents (Einarsen et al., 1994; Einarsen et al., 1999; Rayner, Hoel & Cooper, 2001). * Large detrimental effects on targets, observers and organizations (Einarsen et al., 2003) * Destructive Leadership - systematic and repeated behavior by a leader that violates the legitimate interests of the organization ** undermining and/or sabotaging the organization’s goals, tasks, resources, and effectiveness * and/or the motivation, well-being or job satisfaction of subordinates

Answer 6

* Einarsen et al. (2008) examined prevalence of DL behaviors * Survey to 4500 employees (57% response rate) * 83.7 % had experienced 1 or more DL behaviors in last 6 months * Laissez-faire had the highest prevalence (71%) * Tyrannical leader lowest (20.5%)

Answer 7

* Toxic Leadership * Use the biological or chemical notion of toxicity as a metaphor * States that research has suffered from “Leader Attribution Error” * Leader-centric focus due to: 1. Popular conception 2. Leader visibility 3. Research challenges

Answer 8

* The triangle components are interactive * Each needs to have some level of toxicity or susceptibility to the toxin for negative effects to occur * Destructive leadership occurs when toxicity from one component is not counter-balanced by the other two

Answer 9

* The type and level of toxic elements to which an organization is exposed. * It includes: ** strength of the toxin ** dosage or level, and ** time exposure

Answer 10

* What do we do about it? * Recognize the tremendous change around us (communications, technology, etc.) * Recognize that some things don’t change * Human nature * Select, develop, monitor & provide feedback * Stable core of characteristics, one of which is adaptability * Leadership skills can be learned * Difference between education and learning ** Knowing ** Doing

Answer 11

Executive Coaching * Intrapersonal skills ** Introspection ** Meta-cognition * Interpersonal skills ** Accurate dual perspective ** Incorporating others perspectives into subsequent behavior * Technical skills * Leadership skills

Answer 12

* Building and maintaining effective teams ** Identifying talent, and recruiting ** Retention of talent ** Motivating the team ** Developing, projecting, and promoting a vision for the team ** Develop the need for a legacy (must want to win)

Answer 13

* Humanitarian Work Psychology (HWP) - the synthesis of organizational, industrial, work, and other areas of psychology with deliberate and organized efforts to enhance human welfare (GOHWP, 2014). * Addresses talent management issues by improving training, expanding talent pools, identifying necessary knowledge, skills, and abilities (KSAs), and screening for these KSAs when selecting aid workers.

Answer 14

* The Non-Profit Sector * Borders & the Consequences Of Western Bias * I/O Psychology and Healthcare * Decent Work * I/O Psychology and Diminishing Poverty * Women Led Business In Developing Countries * Disaster Relief * Leadership Development In Humanitarian Work

Answer 15

* Everyone is vulnerable to humanitarian crises * Organizations are the main change agent or actor in HWP * Thus the tie in for Work and Organizational Psychology * Work psychology is about people at work, actively interacting with their work environment, local and global. * Well being of aid workers is impacted by stress. * Some of the potential stressors – fatigue, trauma, etc. * Carr points out an unexpected one...? * Organizational issues rather than humanitarian issues * Implication – we can help those who help others

Answer 16

* Lefkowitz - The demise of humanitarian work psychology? * Thoughts? Realistic? Desirable? * Francisco Avallone’s philosophy and levels of analysis

Week 14, Leadership, Slides Flashcards

(42 cards)