Exam 3

Steps in a performance management system:

1. Define performance 2. Evaluate performance 3. Review performance 4. Give consequences

Four steps in the goal-setting process

1. Determine goals 2. Promote goal committment 3. Provide support 4. Create action plans

The important last step in the goal-setting process is to create:

Action plans

Characteristics of transformational leaders

Agreeable, extroverted, proactive

Examples of laissez-faire leadership

Allowing bullying to take place, not guiding employees in their work, not giving performance feedback

Individualized Consideration

Behaviors associated with providing support, encouragement, empowerment, and coaching to employees

Intellectual Stimulation

Behaviors that encourage employees to seek innovative and creative solutions to organizational problems

Skimmer concluded that behavior is:

Both respondent and operant

Functional Structure

Clear roles and responsibilities, small firms, large gov firms, and divisions of large firms, communication can be siloed across functions

Relationship-oriented leader behaviors

Consideration, empowerment, servant-leadership

What theory posits that the situation decides the effectiveness of a particular style of leader behavior?

Contingency

If a target behavior is rewarded every time it occurs, then it is a:

Continuous Reinforcement Schedule

Two common schedules used to change behavior:

Continuous reinforcement and intermittent reinforcement schedules

Results, behaviors, actions, and nonperformance factors such as equity are examples of:

Distribution criteria for rewards

According to behavioral styles theory, leader behavior is more important than leader traits when it comes to:

Effectiveness

Positive interpersonal attributes

Extraversion, agreeableness, communication skills, emotional intelligence

Thorndike's observations that led to the law of effect were that behavior with ________ consequences tends to be repeated.

Favorable; Thorndike study: placing a cat in a box with a secret trip lever that opened the door. The cat learned that was an escape route, and continuously went back to it

Intermittent Reinforcement Schedules

Fixed ratio, variable ratio, fixed interval, and variable interval

Research has found that pay for performance:

Has a modest impact on performance quantity

Results of effective performance management

Higher customer engagement ratings, lower employee turnover, increased productivity

Steps in the general strategy of applying contingency leadership theories

Identify situational conditions, identify important outcomes, identify relevant leadership behaviors

Leader-member relations result in the formation of two types of exchanges:

In-group, out-group

Matrix Structure

Lines of formal authority along two dimensions, firms looking to escape silos through horizontal integration, poor managerial support for processes can lead to failure especially since some will report to two bosses

Criteria that relate to moderate control and therefore a relationship-oriented approach to leadership

Low task structure, weak position power, good leader-member relations

Hollow Structure

Lower cost of entry and overhead, heavy price competition and pressure to cut costs, loss of in-house skills and internal capacity to control supply

A recent McKinsey survey revealed that what were more valued as motivators than financial inventives?

Lunch with leaders, chances to lead market research, notes from immediate managers

Researchers determine leadership characteristics by using this statistical procedure, which computes an average relationship between two variables

Meta-analysis

High LMX relationships create:

Mutual obligation, trust

Initiating structure represents leader behaviors that define what group members should be doing to maximize:

Output

Conditions that make pay for performance effective include:

Paying top performers a lot higher than other employees, using multiple measures of performance, calibrated performance measures that ensure accuracy

Modular Structure

Potential for cost savings and ability to switch vendors for best fit, when it is feasible for multiple vendors to join up and function, not all product can be chunked and can hold up innovations

What do leaders want from followers?

Productivity, honesty, reliability, flexible

Horizontal Structure

Rapid communication and reduction in cycle time of work, firms seeking to improve internal coordination to create better value, potential conflicts between processes and non process functions

Empowering Leadership

Represents the extent to which a leader creates perceptions of psychological empowerment in others

Three emotional responses followers want leaders to foster:

Significance, excitement, community

The characteristics of effective coaching include:

Specific performance goals, being developmental

Path-Goal Theory

States that leader behaviors are effective when employees view them as a source of satisfaction or as a way to future satisfaction

Skinner's Operant Theory

There is a purposeful if-then link between a target behavior and a consequence

Line managers

Those who occupy formal decision-making positions within the chain of command

Monitoring performance involves:

Tracking the achievement of the goal, measuring the progress towards the goal

Trait theory takeaways

Traits impact leader effectiveness, having a global mindset is important, it can be important to hiring and promoting decisions

Task-oriented Leadership

Transactional leadership, initiating structure

Leadership

When an individual influences a group of individuals to achieve a common goal

Divisional Structure

Workers in each area can have more product focus, large firms with separate divisions built on different technologies, communication can be siloed across divisions

Boundaryless Organization

A firm where management has largely succeeded in breaking down external barriers between the company and those with whom it does business

Improvement Innovation

A focus on existing customers and optimizing existing porduct/services for them specifically

Psychopathy

A lack of concern for others, impulsive behavior, and a lack of remorse or guilt when one's actions harm others

Leadership Prototype

A mental representation of the traits and behaviors that people believe are possessed by leaders

Performance Management

A process that defines expectations, evaluates performance against the expectations, and ensures consequences

Steps one must take to become a better follower

Analyze the gap between your understanding of your boss and your understanding of yourself, understand yourself, including your needs, goals, and expectations, understand your boss

Why does servant-leadership promote leadership effectiveness?

Because it concentrates on providing support and growth opportunities to employees

Bernard Bass associated the following behaviors with leaders:

Creating vision and strategic plans, inspiring others, rallying employees around a common goal

Components of the performance management process include:

Defining expectations, creating consequences, overseeing performance

According to Jim Boomer, a professional service firm consultant, employees will go through the motions, but won't buy into a firm's performance management system:

If senior managers don't also hold themselves accountable for their goals

Reinforcement theory states that you can:

Increase desired behaviors by providing pleasing consequences, strengthen desired behaviors by withdrawing a displeasing consequence

Implications for LMX Theory

Initiatives to improve poor LMX are critical, expectations must be clear, diversity must be embraced

Successfully attracting commitment, energizing workers, and creating meaning in employees' lives are the result of what type of motivation?

Inspirational

Managerial implications for transformational leadership

Inspirational motivation should be considered the first step, the best leaders are not JUST transformational, transformational leadership works virtually

Task-oriented traits

Intelligence, conscientiousness, emotional stability, open to experience

Core traits associated with leaders

Intelligence, emotional stability, conscientiousness

Research has found it it important to use two-way communication and to follow up after disciplinary acts because:

It is affected by the supervisor's use of apologies and explanations, it is perceived differently based on the sex of the person delivering it, it is perceived differently based on the cultural characteristics of the person delivering it

Aspects of a learning goal

Learning new knowledge, adding to a skill set

Low leader-member relationships result in out-group exchanges that are characterized by:

More formality in expectations, more formality in reward negotiations, less trust and respect

Negative Interpersonal Attributes

Narcissism, machiavellianism, psychopathy

Spans of control can range from:

Narrow to wide

Employee characteristics in the path-goal theory model

Need for clarity, task ability, need for achievement, locus of control

Virtual Structure

Nimble response to market opportunities and low exit costs, exploring new markets by partnering with other firms or rapidly deploying a new business model, requires a high level of communication and likely fails to promote strong employee loyalty

The general criteria for distributing rewards in organizations include:

Nonperformance factors such as equity, behaviors such as teamwork or cooperation, tangible outcomes of performance such as sales or profits

Extinction

Not returning the phone calls of an insurance salesman so he will stop calling; strategy for changing behavior

Inputs to leader behavior (modeled by transformational leadership)

Organizational culture, life experiences, traits

Leader behaviors in the integrated model of leadership

Relationship-oriented, task-oriented, transformational, passive

Characteristics of servant-leadership

Stewardship, healing, listening, awareness

Criteria that relate to high control and therefore a task-oriented approach to leadership

Strong position power, good leader-member relations, high task structure

According to Fiedler, a leader's style is either ____-motivated as he or she is focused on accomplishing goals or ____________-motivated as he or she is more interested in developing relations with followers.

Task, relationship

Two leadership styles (Fiedler)

Task-oriented and relationship-oriented

What are the four categories of unique leader behaviors?

Task-oriented, relationship-oriented, transformational, passive

Considerations when making decisions about organizational design:

Technology, HR, strategy and goals, size

Emotional Intelligence

The ability to manage oneself and one's relationships in a mature and constructive way

Implicit Leadership Theory

The idea that people have beliefs about how leaders should behave and what they should do for their followers

When Tom installed controls for things such as accounting procedures and inventory audits and then rewarded his employees for using the system, he was instituting:

Transactional leadership

True or False: People tend to recall positive feedback more accurately than negative feedback.

True

Trait Approach to Leadership

Trying to identify personality characteristics that can be used to figure out who is better at leading and who is better at following

Servant-leaders are less likely to

Use behaviors that benefit themselves and hurt others

Although most employers rely on fixed interval reinforcement schedules, some examples of effective variable rewards include:

Variable bonuses for achieving major goals, celebration of milestones, spot rewards

The reinforcement schedules that produce the strongest behavior that is most resistant to extinction include:

Variable interval schedules, variable ratio schedules

What do behavioral scientists call a leader-member exchange relationship?

Vertical dyad

Idealized Influence

What managers accomplish by sacrificing for the good of the group, being a role model, and displaying high ethical standards