Leadership Final

What impression management technique is being shown here? "A journalist tells his editor, "My work on this celebrity divorce story was really a major boost to our sales" (even though the story only made it to page 3 in the entertainment section)."

enhancement

Centrality pwoer

establishing a network of task and interpersonal relationships

Stage 3 of Rational Decision Making

evaluate alternatives and select a solution

What impression management technique is being shown here? "A sales manager says to her boss, "We failed to get the ad in the paper on time, but no one responds to those ads anyway."

excuses

What impression management technique is being shown here? "An employee sends e-mails from his work computer when he works late so that his supervisor will know how long he's been working."

exemplification

hard tactics

exert more overt pressure

Intuitive-Based Nonrational Decision Making foundations

expertise and feelings

Components of non-rational decision model

expertise, holistic hunch, feelings, intuitive processes, automated expertise

rational decision making model

explains how managers should make decisions; assumes managers are completely objective and possess complete information

types of expertise

explicit knowledge and tacit knowledge

espoused values

explicitly stated values and norms preferred by an organization

Which personality traits are the best predictors of leader emergency and leader effectiveness?

extraversion, openness

When confronting failure, what do experts suggest you do?

fail productively, talk about it, choose who you share it with

Any attempt to control or manipulate the images related to a person, organization, or idea is _____.

impression management

Leader behaviors can be systematically ____ and _____.

improved, developed

Fiedler's Contingency Theory

in order to maximize work group performance, leaders must be matched to the right leadership situation

According to the Leadership-Member Exchange Theory, leaders create _____ and _____.

in-groups, outgrips

peer pressure

influence from members of one's peer group.

social proof

influence tactic where people tend to follow lead of people most like them

tacit knowledge

information gained through experience that is difficult to express and formalize

explicit knowledge

information that can easily be put into words

types of transformational leader behaviors

inspirational motivation, idealized influence, intellectual stimulation, individualized attention

Cohesion enhances the _____ of the team.

intent

Start the crucial conversation by sharing your ___ with the person.

intent

organizational politics

intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by or aligned with those of the organization

Forces for Change

internal and external

Lewin's Change Model: Changing

introduce new information, models, and procedures

Encourage testing

invite opposing views and challenge your own thinking to encourage active dialogue

personal appeal

invoke loyalty and friendship

radically innovative change

involves introducing a practice that is new to the industry

symptoms of groupthink

invulnerability, inherent morality, rationalization, stereotyped views of opposition, self-censorship, illusion of unanimity, peer pressure, mindguards

According to Fiedler's Contingency Model of Leadership, what happens if a leader's dominant leadership style does not match the situation?

it is better to move the leader since theft cannot change their leadership style

Why is organizational culture an asset?

it is involved in strategic alignment, firm performance, and employee behaviors

self-censorship

keeping ideas and questions to yourself stifles critical debate

examples of noise

language differences, poorly worded text messages, poor hearing, non-verbal communication

Fiedler's Situational/Contingency Theory identifies three dimensions of situational control

leader, task structure, position power

Trait Theory

leadership theory that suggests that leaders are born with certain traits. Focuses on personal qualities and characteristics

Managers who obtain compliance primarily because of their formal authority to make decisions use _______.

legitimate power

Cialdini's 6 principles of persuasion

liking, reciprocity, social proof, consistency, authority, scarcity

Characteristics of forming

little agreement, unclear purpose, guidance and direction

Adaptive change has ____ degree of complexity, cost and uncertainty.

low

adaptive change has ____ potential for resistance to change.

low

coalition tactics

make an alliance with others

Innovative change has ____ degree complexity, cost and uncertainty

medium

Innovative change has _____ potential for resistance to change

medium

Rationalization

members protect their personal or "pet" ideas or assumptions

Researchers determine leadership characteristics by using a statistical procedure called _________ which computes an average relationship between two variables.

meta analysis

relationship motivated leadership should be most effective in _____ situations.

moderate control

socialization: collective experiences

newcomers exposed to common experiences

The stage of group development that is able to occur after a respected member challenges the group to resolve power struggles to accomplish its goals is the ______ stage.

norming

What is considered rules or standards of conduct that are supposed to gude members?

norms

priming effect

occurs when an individual's exposure to a certain stimulus influences his or her response to a subsequent stimulus, without any awareness of the connection

anchoring bias

occurs when decision makers are influenced by the first information received about a decision, even if it is irrelevant

hindsight bias

occurs when knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier

Defensiveness

occurs when people perceive they are being attacked or threatened

Characteristics of the performing stage in Tuckman's model of group development include:

open communication, goal achievement, constructive conflict resolution

System 1 (Fast Thinking)

operates automatically and quickly, with little or no effort and no sense of voluntary control

basic underlying assumptions

organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior

role perception

our view of how we're supposed to act in a given situation

What does cohesion affect?

outcomes depending on the alignment of performance norms with organizational goals

primary appraisal

perceptions of whether a stressor is irrelevant, positive, or negative.ssecon

secondary appraisal

perceptions regarding our ability to cope with stress

The stage of group development characterized by a lot of helping behavior among group members to achieve goals is the _______ stage.

performing

Which stage in Tuckman's model of group development focuses on resolving task problems and achieving more than one person could alone?

performing

Interpersonal opposition based on personal disagreement is a(n) _____.

personality conflict

observable artifacts

physical manifestations of an organization's culture

organizational development is all about ____

planned change aimed at increasing an organization's ability to improve itself as a humane and effective system.

Types of task interdependence

pooled, sequential, reciprocal, intensive

What are the disadvantages to Kahneman's System 1 thinking?

poor follow through, jumping to conclusions

referent power

power that comes from subordinates' and coworkers' respect, admiration, and loyalty

reward power

power that comes from the ability to provide rewards or favors

expert power

power that is based on the special knowledge, skills, and expertise that a leader possesses

three parts of organizational socialization

prearrival, encounter, change

Servant Leadership Theory

proposes that a person is a servant to others first and makes a conscious decision to lead in order to better serve others, not to increase power.

Competing Values Framework

provides a practical way for managers to understand, measure, and change organizational culture

Sharing your facts may create a _____ environment.

psychologically safe

Types of Soft Tactics

rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals

Giving recruits a realistic idea of what lies ahead by presenting both positive and negative aspects of the job is called:

realistic job preview

Causes of resistance to change

recipient characteristics, change agent characteristics, change agent-recipient relationship

dynamic model of resistance to change

recipient characteristics, change agent characteristics, change agent-recipient relationship

Managers can overcome employees' resistance to change through which strategies?

recognizing progress, rewarding collaboration, expecting mistakes

Sources of Personal Power

referent, expert, information, coercive, reward, legitimate

adaptive change

reintroduction of a familiar practice

types of work conflict

relationship and task

empowerment leadership

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

overconfidence bias

results in overestimating our skills relative to those of others and overestimating the accuracy of our predictions

types of influence options

retribution, reciprocity, reason

A set of shared expected behaviors for members of a group as a whole is called a group _____.

role

low complexity situations

routine and predictable

nonrational decision making results in _____.

satisfaction when arriving at a solution

consultation tactic

seek participation and input

Successful leadership depends on ____.

selecting the right leadership style, contingent on the followers' readiness to accomplish a task

external forces for change can apply to ...

the organization, competitors, or the entire industry

receiver

the person who decodes a message and decides that feedback needed

legitmate power

the power a leader has as a result of his or her position in the organization

organizational socialization

the process by which individuals acquire the knowledge, skills, attitudes, and behaviors to assume a work role

decision-making

the process of choosing a course of action to deal with a problem or opportunity

What is organizational culture?

the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments

escalation of commitment bias

the tendency to stick to an ineffective course of action when it is unlikely that the bad situation can be reversed

Communication Process

the transfer of a message from a sender to a receiver

Employees are more likely to resist change if ______.

they perceive that the personal costs of change outweigh the benefits

Norms help members...

to guide their own behavior and predict what others will do

low control

to provide, clarity, structure, focus on objectives, productivity, reduce risk

What is the difference between trait and behavioral theories of leadership?

trait theory states that leaders are born with c certain traits, behavioral theory states that leaders learn skills

socialization: individual experiences

treating each newcomer to unique experiences

individualized attention

treats each follower as whole person and provides growth opportunities and coaching

competence trust

trust of capability

Contractural Trust

trust of character

communication trust

trust of disclosure

____ may trigger political behaviors.

uncertainty

rational persuasion

use reason, logical facts

pressure tactics

using demands, threats, or intimidation to gain compliance

enacted values

values and norms actually exhibited in the organization

If the current negotiation outcomes do not satisfy your interest, what is the best thing you can do for yourself?

walk away and go with your next best alternative

what is the problem with rational decision making?

we are rarely rational when making decisions in complex situations

Behaviroal theory

we can determine leadership effectiveness by learned behavior, we can train people to be leaders

Talk tentatively

when you're sharing your story remember that it's an interpretation and not a fact so don't tell the story as though it is a fact

external forces for change affects...

why an organization exists and which markets it will participate in and how.

reciprocal interdependence

work completed by different jobs or groups working together in a back-and-forth manner

pooled interdependence

work completed by having each job or department independently contribute to the whole

sequential interdependence

work completed in succession, with one group's or job's outputs becoming the inputs for the next group or job

relevance power

working on the central objectives and issues in an organization

tell your story

you have to follow-up that observation/fact with your conclusions

reason

you should do X because it is good for the company or you... -evidence -special ability consistent with value or what you want

Subcultures often form around:

•Functional or occupational groups or work roles •Divisions or departments •Geographical areas •Products, markets, technology •Levels of management

When to use Reciprocity

-There is adequate time for extensive preparation and discussion -Common goals/values can be identified -Parties share mutual respect -Parties have an ongoing relationship

Sources of uncertainty

-Unclear objectives -Vague performance measures -Ill-defined decision processes -Strong individual or group competition -Any type of change

When to use retibution

-You have complete authority -Commitment and quality are not important -Time is tight -You are responding to serious violations -You have specific, unambiguous requests

SLT focuses on what two aspects of the followers

-ability to perform the task -motivation to perform the task

intuitive processes

-automatic, involuntary, effortless -controlled, voluntary, effortful

What are characteristics of a workplace characterized by too much conflict

-eroding performance -dissatisfaction -lack of teamwork

Outcomes of leader behavior correlated to Consideration

-follower satisfaction with leader -follower job satisfaction -follower motivation -leader's unit performance

outcomes of leader behavior

-follower satisfaction with leader -follower job satisfaction -follower motivation -leader's unit performance -2nd Level Manager's Ratings of Leadership performance

Which outcomes are correlated to initiating structure leader behavior?

-follower satisfaction with leader -follower motivation -leader's unit performance -2nd Level Manager's Ratings of Leadership performance

Compromising

-give-and-take approach with a moderate concern for both self and others -incomplete satisfaction from both parties

Key internal forces for change

-human resource issues -managerial behaviors and decisions

Traits of teams with high cohesion

-share credit -high participation -more productive -groupthink

Richness of communication mediums (selecting right method)

-speed of feedback -audio/visual channel -type (personal vs. impersonal) -language source

Positive Team Norms

-treat each other with respect -be present -listen -share information -respond

Pros of Intuitive Decision Making

-useful when a quick decision is required -good when resources are limited or difficult or costly to acquire

Characteristics of non-defensive questions

-won't inflame the situation -allows other party to explain emotions -builds respect between parties

Tactics to Repair trust

Acknowledge what caused trust to be compromised Allow feelings and emotions to be discussed Get and give support to others in the process Reframe the experience and shift from being a victim to taking a look at options and choices Take responsibility Forgive yourself and others Let go and move on

apologies

Admitting responsibility for an undesirable event and simultaneously seeking to get a pardon for the action.

Conformity

Agreeing with someone else's opinion to gain his or her approval.

inspirational appeals

Appealing to values, ideals, and goals

The better your ______, the greater your power in negotiation.

BATNA

three important negotiation tools

BATNA Target Resistance Point (RP)

Integrating

Both parties cooperatively identify the issue, discuss alternatives, and select a mutually beneficial outcome

negotiations

A give-and-take decision-making process between two or more persons with difference preferences

Leader-Member Exchange Theory

A method of leadership in which leaders treat each follower differently, and as a result, develop unique relationships with each member.

punctuated equilibrium model

A model of group development that describes how groups with deadlines are affected by their first meetings and crucial midpoint transitions

What is trust?

A reciprocal belief that another person will consider how their intentions and behaviors will affect you

What is conflict?

Occurs when a perceived gap exists between what is desired and what is experienced.

Culture as a Barrier to Change

Occurs when culture's values are not aligned with the values necessary for rapid change

adhocracy culture (create)

Open systems that value innovating, risk-taking, bringing new products and services to market, and staying on the cutting edge of the market

rush to solve effect

People in a hurry often fail to consider all of the possible data before making their decision

Cialdini's 6 principles of persuasion: authority

People tend to defer to and respect credible experts

Cialdini's 6 principles of persuasion: consistency

People tend to do what they commit to, especially publicly or to others

Cialdini's 6 principles of persuasion: social proof

People tend to follow the lead of those most like themselves

Cialdini's 6 principles of persuasion: liking

People tend to like those who like them

Cialdini's 6 principles of persuasion: scarcity

People want items, information, and opportunities that have limited availability

resistance point

The worst outcome you're willing to accept in a negotiation; your "walk-away" point.

Bargaining Mix

Things that will be formally part of the final agreement

Importance of the resistance point in negotiations

This keeps you from accepting a lousy offer

Organizational development process: intervention

What can be done to solve the problem

Organizational development process: Feedback

What does the evaluation suggest about the diagnosis and the effectiveness of the intervention

Organizational development process: diagnosis

What is the problem and it's cause

change

When the new employee must learn important tasks and adjust to work group values and norms

encounter

When the new employee sees what the organization is really like; realize that expectations and reality may diverge

Ohio State's Leadership Studies

a behavioral leadership theory that explains how leaders' behavior affects the group's performance and achievement of desired goals

inherent morality

a belief that encourages the group to ignore ethical implications

automated experience

a choice that is based on a familiar situation and a partially subconscious application of learned information related to it

disruptive negotiation

a competitive and adversarial approach in which each party strives to get as much as it can, usually at the expense of the other party

Position power, which includes legitimate, reward, and coercive power, is power that is connected with what?

a job within an organization

holistic hunch

a judgement based on the subconscious integration of information stored in memory

integrative negotiation

a negotiation approach in which the parties' goals are not seen as mutually exclusive, but the focus is on both sides achieving their objectives

Interests

a party's underlying reasons, values or motivations (explains why someone takes a certain position)

leadership

a process whereby an individual influences a group of individuals to achieve a common goal

role

a set of expected behaviors for a particular position

confirmation bias

a tendency to search for information that supports our preconceptions and to ignore or distort contradictory evidence

one dimensional thinking

a way of thinking that involves viewing something in terms of a single linear factor or scale.

Situational Leadership Theory

aa theory that explains how to match one's leadership style to the capabilities of the followers on a given task.

empathy

ability to recognize and understand another person's feelings and thoughts

information power

access to and control over important information

Idealized Influence

acting as a role model; holding followers' trust by acting consistently and showing dedication to them

What type of listening is Motivated to listen and give full attention when others are talking?

active

What types of listening requires cognitive attention and information processing unlike hearing?

active

types of listening styles

active, involved, passive, detached

Types of Change

adaptive, innovative, radically innovative

Characteristics of norming

agreement and consensus, clear roles and responsibilities, facilitation

high complexity situations

ambiguous and emotionally charged

multidemensional thinking

an ability to address many problems at once

invulnerability

an illusion that breeds excessive optimism and risk taking

The phase of organizational socialization that occurs before an individual actually joins an organization is ________ socialization.

anticipatory

Stages of Organizational Socialization

anticipatory socialization, encounter, change and acquisition

noise

any disturbance that interferes with the transmission and understanding of a message

Resistance to change

any thought, emotion, or behavior that does not align with real or potential changes to existing routines

What impression management technique is being shown here? "An employee says to his boss, "I'm sorry I made a mistake on the report. Please forgive me."

apologies

Strategic Alignment

articulate and reinforce clear values that enact strategic choice, aligning business strategy with culture

Ask for others' facts and stories

ask for other person's facts and story to get their perspective of the situation

non defensive communication

asking questions and making statements in an open and neutral manner

Nonrational Decision Making

assume that decision making is nearly always uncertain and risky, making it difficult for managers to make optimal decisions

System 2 (Slow Thinking)

attentional, slow, effortful, subjective experience of choice

tips for effective listening

be mindful, keep quit, paraphrase and summarize

What is the goal for any negotiation?

beat your BATNA

cultural norms

behavior patterns that are typical of specific groups

illusion of unanimity

belief that silence equals agreement

BATNA

best alternative to a negotiated agreement

Nonrational Decision Making is guided by _____.

bounded rationality

Characteristics of performing

clear vision and purpose, focus on goal achievement, delegation

types of hard tactics

coalition, pressure legitimizing tactics

Which of the following bases of power has a negative effect on the organizing framework?

coercive

The process by which people evaluate the meaning of events and demands on their own well-being is called _______ appraisal.

cognitive

he process by which people evaluate the meaning of events and demands on their own well-being is called _____ appraisal.

cognitive

internal forces for change

come from inside the organization

Known as the three Cs, what characteristics must team players possess in order for their team to be successful?

commitment, collaboration, competency

Outcomes of influence attempts

commitment, compliance, resistance

outcomes of influence attempts

commitment, compliance, resistance

A performance-based index of an individual's abilities to effectively use communication behaviors in a given context is communication _______.

competence

role conflict

conflict experienced when multiple roles are incompatible

Characteristics of storming

conflict, increased clarity of purpose, power struggles, coaching

What impression management technique is being shown here? "A manager tells his boss, "You're absolutely right on your reorganization plan for the western regional office. I couldn't agree with you more."

conformity

impression management techniques

conformity, favors, excuses, apologies, self-promotion, enhancement, flattery, exemplification

Leader behavior associated with creating mutual respect or trust while concentrating on the group members' needs and desires is called _______.

consideration

Functional conflict is also referred to as ____ or cooperative conflict.

constructive

functional conflict

constructive or cooperative conflict, characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take

When we ignore conflict, it is likely to:

continue or escalate

Three forms of trust

contractual, communication, competence

Facts are least ...

controversial, and least likely to offend

Lewin's Change Model: Unfreezing

create the motivation to change

Ending a relationship and talking to a coworker who has behaved offensively are examples of ___________.

crucial conversations

Hierarchy (Control) Culture

culture that has an internal focus and values stability and control -internal focus, formalized and structured work environment -efficiency, timeliness, reliability

Organizational development takes a distinctively _____ and ______ approach to solving conflicts and problems.

democratic, participative

Key External Forces for Change

demographic characteristics technological advancements shareholder, customer, and market changes social and political pressures

dysfunctional conflict

destructive conflict focused on emotions and differences between the two parties

Inspirational Motivation

develop and share an attractive vision of the future

The _____ method is used to foster a structured debate of opposing viewpoints prior to making a decision.

dialectic

highly different subcultures = _______ = ______

different values/goals, lower organizational performance

According to Fiedler's Theory, leaders are thought to have a _____.

dominant style

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

effectiveness

Trait theory predicts leadership ____ and _____.

emergency, effectiveness

big 5 personality factors

emotional stability, extraversion, openness, agreeableness, conscientiousness

Which personality factors are correlated to leader emergence and leader effectiveness?

emotional stability, extraversion, openness, and conscientiousness

What happens when managers do not convey their messages clearly?

employees may not be able to do their job successfully and can lead to lower job satisfaction, lower job commitment, and lower job engagement

What are the values that employees actually exhibit based on their observations of what occurs on a daily basis?

enacted values

intellectual stimulation

encourages new thinking and experimentation

Recipient Characteristics & Resistance

-Resilience to change -Fear of the unknown -Fear of failure -Loss of status/job security -Peer pressure -Past success

obliging

-Tends to minimize differences and highlight similarities to please other party -Willingness to satisfy other person's interests

power

the means to enforce your will over others

intangible negotiation issues

The unspoken things: "winning", reputation, being fair, the relationship

retribution

if you dont do X, you will regret it! - punishment -anger

Stage 4 of Rational Decision Making

implement and evaluate the solution chosen

powerful people can...

- Intervene on behalf of subordinates - Get approval for expenditures - Get items on and off agendas - Maintain regular, frequent contact with top decision makers

cons of intuitive decision making

- subject to bias - may only consider one course of action

dominating

-"I win, you lose" tactics -The other party is ignored -Desire to satisfy one's own interests

Resistance

-Actively tries to avoid carrying out the request -Excuses, Delay, Go to higher authority, Sabotage, Outright Refusal

frequently used political tactics

-Building a network of useful contacts -Using Key players to support initiatives -Making friends with power brokers -Bending the rules to fit the situation -Self-promotion -integration -Attacking or blaming others -Using information as a political tool

relationship conflict

-Disagreements stemming from interpersonal issues within a team -Harmful to team performance and outcomes -Ignoring or interrupting others -Not giving credit -Lack of communication or trust

Change Agent Characteristics & Resistance

-Disruption of culture or group relationships -Personality conflicts -Lack of tact or poor timing -Leadership style -Failure to legitimize change

Why is communication important?

-Every managerial function involves some form communication -Every person's communication skills affect both personal and organizational effectiveness

outcomes of high quality leader member relationships

-Less employee turnover -More positive performance evaluations -Greater organizational commitment -greater participation

When do use reason?

-Needs are specific and short-term -Established exchange norms exist -There is adequate time to negotiate -Parties are viewed as trustworthy

avoiding

-Passive withdrawal form the problem and active suppression of the issue are common -don't want to deal with the conflict

commitment

-Person internally agrees with the decision or request -Is likely to make a great effort to carry out request

compliance

-Person is willing to carry out request to gain reward or avoid punishment -Likely to be apathetic and give up easily when obstacles are encountered

what causes conflict

-Personality differences -Irritating workplace behaviors -Unmet needs -Perceived inequities of resources/policies -Unclear roles -Competing responsibilities -Change poor management -Poor communication -Difference in work methods

organizational development process

1. Diagnosis 2. Intervention 3. Evaluation 4. Feedback

Four Functions of Organizational Culture

1. Establish organizational identity 2. Encourage collective commitment 3. Ensure social system stability 4. Act as sense-making device

Process of Culture Change

1. Formal statements 2. Slogans & sayings 3. Rites & rituals 4. Stories, legends, & myths 5. Leader reactions to crises 6. Role modeling, training, & coaching 7. Physical design 8. Rewards, titles, promotions, & bonuses 9. Organizational goals & performance criteria 10. Measurable & controllable activities 11. Organizational structure 12. Organizational systems & procedures

Tuckman's Stages of Group Development

1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning

Five common conflict handling styles

1. Integrating 2. Obliging 3. Dominating 4. Avoiding 5. Compromising

Lewin's Change Model

1. Unfreezing 2. Changing 3. Refreezing

6 socialization tactics

1. collective vs. individual 2. formal vs. informal 3. sequential vs. random 4. fixed vs. variable 5. serial vs. disjunctive 6. investiture vs. divestiture

four relationship-oriented behaviors

1. consideration 2. empowerment 3. servant-leadership 4. ethical leadership

Flow of organizational culture

1. drivers of culture 2. organizational culture 3. organizational structure and internal processes 4. group and social processes 5. work attitudes and behaviors 6. overall performance

Drivers of Organizational Culture

1. founder's values 2. industry and business environment 3. national culture 4. organization's vision and strategies 5. behavior of leaders

Stages of rational decision making

1. identify the problem or opportunity 2. think up alternative solutions 3. evaluate alternatives and select a solution 4. implement and evaluate the solution chosen

Three Levels of Organizational Culture

1. observable artifacts 2. espoused values 3. basic assumptions

What are the 5 steps to having a crucial conversation?

1. share your facts 2. tell your story 3. ask for other's facts and stories 4. talk tentatively 5. encourage testing

four characteristics of organizational culture

1. shared concept 2. learned over time 3. influences our behavior at work 4. impacts outcomes at multiple levels

Three benefits of the rational decision making approach

1. the quality of the decision is likely to be enhanced 2. greater transparency surrounds the process 3. greater responsibility accompanies this approach

STATE Model

5 steps to having a crucial conversation

sources of position power

Centrality, Flexibility, Visibility, Relevance

too little conflict

Characterized by apathy, lack of creativity, indecision, and missed deadlines

too much conflict

Characterized by eroding performance, political infighting, dissatisfaction, lack of teamwork, and aggression

Non-rational decision making when picking a solution

Choosing a solution that meets some minimum qualifications, one that's "good enough" rather than optimal

enhancement

Claiming that something you did is more valuable than most other members of the organizations would think.

flattery

Complimenting others about their virtues in an effort to make yourself appear perceptive and likable.

task conflict

Disagreements about how a task should be done

Two types of negotiation

Distributive and Integrative

exemplification

Doing more than you need to in an effort to show how dedicated and hardworking you are.

favors

Doing something nice for someone to gain that person's approval.

Sender

Encodes or creates the messages, selects a medium

excuses

Explaining a predicament-creating event aimed at minimizing the apparent severity of the predicament.

How is Fiedler's contingency theory different than Situational Leadership Theory?

Fiedler's contingency theory does not suggest that the leader change his leadership behavior like the situational theory suggests. However, leaders should deal with situations that best match their dominant leadership style

soft tactics

Friendlier than and not as coercive as hard tactics

Cialdini's 6 principles of persuasion: reciprocity

Good and bad deeds should be repaid in kind is virtually universal

Criticality power

importance of your work to others

self-promotion

Highlighting your best qualities, downplaying your deficits, and calling attention to your achievements.

Two Internal Forces of Change

Human Resource Concerns (job dissatisfaction, bad productivity) and managers behavior (conflict, leadership)

detached listening

I am disinterested, bored, distracted, and/or inattentive during the conversation

active listening

I am fully invested by giving you my full attention when you are talking; expended energy by participating in the conversation

involved listening

I am partially invested by devoting some of my attention to listening; inconsistent participation in the conversation

Stage 1 of Rational Decision Making

Identify the problem or opportunity

Culture as a barrier to acquisition and mergers

Incompatible cultures can destroy an otherwise successful merger

Transformational Leadership

Induces followers to feel trust, admiration, loyalty, and respect for the leader, and followers become motivated to accomplish more than they originally expected they could.

transformational leader behaviors

Induces followers to feel trust, admiration, loyalty, and respect for the leader, and followers become motivated to accomplish more than they originally expected they could.

visibility power

Interacting with influential people in the organization, being widely known for your work

Clan (collaborate) Culture

Internal focus, flexibility valued Achieving effectiveness by encouraging collaboration, trust, and support Employee-focused

innovative change

Introducing a new practice to the organization

Organizational development process: Evaluation

Is the intervention working

Leadership-Member Exchange Theory

It emphasized that leaders must develop specialized, individual relationships with their followers.

passive listening

It is not my responsibility to be an active participant in the conversation; not an equal partner in the conversation

socialization: random progression

Lack of a specific order in progressing toward a goal

Fiedler's Situational/Contingency Theory

Leader effectiveness depends on the extent to which leader style matches the situation.

socialization: fixed timeline

Management setting a timetable for the assumption of role

subcultures

Multiple subcultures that either intensify the existing cultural understanding and practices or diverge from them.

socialization: sequential progression

Newcomer completes a fixed progression of steps culminating in new role

Socialization: serial mentor

Newcomer is socialized overtime with an experienced mentor

socialization: informal segregation

No effort to distinguish newcomer from more experienced members

socialization: variable timeline

No timetable, flexible scheduled based on contingences or other circumstances

socialization: investiture identity

Reinforcing newcomer's existing identity or self-concept.

framing bias

Relates to the manner in which a question is posed or framed

availability bias

Represents a decision maker's tendency to base decisions on information that is readily available in memory.

Change Agent-Recipient Relationship

Resistance reduced when there is a positive, trusting relationship

socialization: formal segregation

Segregating a newcomer from other organizational members during a defined period

socialization: divestiture identity

Stripping away newcomer's existing sense of self and reconstructing "self" in the organization's image.

Culture as a Barrier to Diversity

Strong cultures put considerable pressure on employees to conform

Market (compete) culture

Strong external focus and stability and control valued Competition Strong desire to deliver results and accomplish goals

When should you use Task Motivated Leadership vs. Relationship Motivated Leadership?

Task oriented leadership should be most effective in either high-control or low control situations and Relationship motivated leadership should be msot effective in moderate control situations

situational control

The amount of control and influence a leader has in a given environment.(high, moderate, low)

What is communication?

The exchange of information between a sender and a receiver.

Initiating-structure leadership

The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment

Delphi Technique

The group process that anonymously generates ideas or judgments from physically dispersed experts

socialization: disjunctive mentor

The newcomer is not provided an experienced mentor

prearrival

The period of learning prior to a new employee joining the organization

Feedback

The receiver's response to the sender's message

tangible negation issues

The things in the contract; price, delivery, quantitiy, other terms

What impression management technique is being shown here? "A salesperson says to a prospective client, "I've got two tickets to the theater tonight that I can't use. Take them. Consider it a thank-you for taking the time to talk with me."

favors

The receiver sends ____ through a medium.

feedback

What impression management technique is being shown here? "A new sales trainee says to her peer, "You handled that client's complaint so tactfully! I could never have handled that as well as you did."

flattery

servant leadership

focuses on increased service to others rather than to oneself

outgroup relationships

formal, interpersonal

Maintenance roles in a group are those that:

foster supportive interpersonal relationships

flexibility power

freedom to exercise your own judgement

Stage 2 of Rational Decision Making

generate alternative solutions

Ingratiation tactics

give flattery, praise, humility

exchange tactic

gives rewards and reciprocity

A role is a set of expected behaviors for a particular ______, while a _____ role is a set of expected behaviors for members of the group as a whole.

group

stereotyped views of opposition

group may underestimate opponents

workplace norms

guidelines governing appropriate interpersonal communication and relationships

Why is active listening important for managers?

helps understand employee thoughts and feelings, builds trust, avoids misunderstandings

A firm with a(n) _____ culture is more likely to develop reliable internal processes, extensive use of measurement, and implementation of a variety of control mechanisms.

hierarchy

Radically innovative change has ____ potential for resistance to change

high

Radically innovative change has _____ degree complexity, cost and uncertainty

high

task oriented leadership should be most effective in _____ situations.

high and low control

Trust is a foundation for ____.

high-funtioning teams

Intuitive-Based Nonrational Decision Making forms

holistic hunch, automated experience

Punctuated equilibrium is concerned with:

how a group functions in the face of change

role expectations

how others believe a person should act in a given situation

negotiation target

ideal goal. What you would rally like to get, but don't have to get

components of transformational leadership

idealized influence, inspirational motivation, intellectual stimulation, individualized consideration

Reciprocity

if you do X, you will receive Y rewards... -promise of future rewards -reward now for future behavior -reward you received from me in the past

mind guards

self-appointed protectors against adverse information

What impression management technique is being shown here? "A salesperson tells his boss, "Matt worked unsuccessfully for three years to try to get that account. I sewed it up in six weeks. I'm the best closer this company has."

self-promotion

What are the three parts of the communication process?

sender, message, receiver

norms

shared attitudes, opinions, feelings, or behaviors that guide individual and group behavior

What is vital to establishing intent of conversation?

sharing your facts

legitimating tactics

show request in within your authority, rules procedures or their responsibility

Crucial conversations occur when

stakes are high emotions are strong opinions vary

Share your facts

start with the facts alone, not your emotion-driven story

In-group relationships

strong test, respect based

internal forces for change may be _____.

subtle

contact hypothesis

suggests that the more members of different groups interact, the less intergroup conflict they will experience

Lewin's Change Model: Refreezing

supporting and reinforcing the change

positions

surface statements of where a person or organization stands

Every negotiation has two kinds of issues

tangible and intangible

Characteristics of adjourning

task completion, good feeling about achievements, recognition

A group's_____ roles enable it to pursue its purpose, while its ______ roles support its interpersonal relationships.

task, maintenance

Plans that outline exactly what the team is to do such as goal setting and defining member roles are _____.

team performance strategies

coervice power

the ability to use threats and punishment to gain compliance

Why are we not rational when we make decisions in complex situations?

the conditions for optimization are hard to meet, given cost, time, and resource constraints

Cohesion

the emotional attraction among group members

consideration leadership

the extent to which a leader is likely to have job relationships characterized by mutual trust, repeat fo subordinates' ideas and regard for their feelings

psychological safety

the extent to which people feel safe to express their ideas and beliefs without fear of negative consequences

message

the information transmitted through a medium