MANAGEMENT

a) occurs consciously and involves integration of the message into the individual's existing cognitive structures (direct, mindful, information based, rational, logical) b) Ideal when dealing with analytical people who tend to focus on information, facts, and data

Central route to persuasion

a person's judgment about their worth as a person Evaluation of worth

self-esteem

task-oriented

According to fielder rating someone LOW LPC makes you

make the message normative..........................................................................

Central route tactics to persuasion

Managing the team boundaries Managing the team itself team effectiveness

3 Components of team effectiveness

The leader the follower the situation

3 elements of leadership

Relationship-oriented

According to Fielder rating someone HIGH LPC makes you

Degree to which one is cooperative and avoids conflict

Agreeableness

it's the behaviors of the leaders that matters. Leadership can be learned or trained. not successful in predicting leader effectiveness.

Behavioral approach to leadership

Obtain support of others and make them a "group appeal", strength in numbers

Coalition tactic

Information held by more members before team discussion has more influence on team judgments than information held by fewer members, independent of the validity of the information. Groups tend to spend too little time discussing unshared (unique, uncommon) information

Common Information Effect

Degree to which one is dependable and reliable

Conscientiousness

a persons' judgment regarding they can be successful on a specific task evaluation of one's task specific confidence

Self-efficacy

The degree of attraction people feel toward the team and their motivation to remain part of the team

Describe team cohesion

Understanding yourself Managing yourself Understanding others Managing relationships

Emotional intelligence

Degree to which one is able to handle stress

Emotional stability

they believe that fate, luck, other people, etc are the causes of what happens to them

External Locus of control

Degree to which one is sociable

Extraversion

member similarity team size member interaction team success

Factors that create team cohesion

directing, coaching, supporting, delegating

Four styles of Hershey and Blanchard situational leadership theory

relates to norms and describes situations in which group pressures for conformity deter the group from critically appraising unusual, minority, or unpopular views, A common problem with groups is groupthink. This occurs when the group is seeking conformity and there is pressure to come to a conclusion without critically appraising alternative viewpoints.

Groupthink

• It's the match between the leader's style and the situation that matters o Leaders have different styles (behaviors) o Different situations call for different styles ( understanding the situation is key) • Assumption: o The leader can be matched to the situation or o The situation can be changed to fit the leader • More successful (but still not perfect) in predicting leader effectiveness

Hersey & Blanchard's Situational Leadership Theory

The goal of the leader's influence attempts is to get compliance. Want to avoid situations of resistance At a minimum, acceptance of your direction Best is to get dedication, commitment to the direction Additionally, other attitudes can be effected by effective leadership I. Satisfaction, fairness, trust, attraction, . . .

How can people react to the use of power?

Acknowledge your own fallibility (i.e., vulnerabilities and mistakes) B. Reduce status differences C. Set appropriate tone for discussion D. Encourage alternative ideas and individuals who are normally quiet 1. Develop norms that require disagreement E. Remove leader from group discussion

How can you enhance psychological safety?

The role formation process develops through a mechanism referred to as "negotiating latitude." This negotiation is hypothesized to occur through the series of exchanges or interactions between the leader and the member. The exchanges, or interactions, of interest were assumed to be primarily work-related in terms of content

How does LMX develop?

Situations shape how leaders behave. They also influence the consequences of leader behavior It's the match between the leader's style and the situation that matters, leaders have different style, different situations call for different style

How does the situation impact leadership?

Authority is one source of power for leaders: organizations can grant the leader power to run the organization. 1.Power: The ability to seek compliance 2.Authority: the right to seek compliance

How is power similar to or different from authority?

Making others feel important, acting humble and very friendly

Ingratiation tactic

Emotional request or appeal to values or ideals

Inspirational appeal tactic

believe that what happens to them is a result of their own actions/behavior

Internal Locus of control

Specifically, not only do employee attributes influence the development of LMX, but also affective responses to the employee (i.e., perceived similarity, etc.).

LMX

theoretical development of LMX is based on the premise that leader-member relationships emerge as the result of a series of exchanges or interactions during which leader and member roles develop

LMX Theory

Least Preferred coworker Style cannot be changed according to fiedler Must first determine your own LPC so you can know your leadership style

LPC in the fiedler model

Visionary Passionate Creative Flexible Inspiring Innovative Courageous Imaginative Experimental Initiates change Personal power

Leader (mind)

a process, not a position the intersection of the leader's traits/behaviors, followers, and the situation.

Leadership

leadership is not just about the person's traits. it is a process that includes the leader's traits and behaviors, followers, and the situation. Often times, people associate leadership just with the leader, but they forget about the followers and the situation.

Leadership Diagram

The ability of an individual to influence, motivate, and enable others to contribute towards the achievement of personal, group, and organizational goals

Leadership defintion

leadership is the combination of the leader's traits and behaviors, followers, and the situation. Putting all three of those together is the process of leadership.

Leadership process

Using your authority to make a request

Legitimating tactic

Locus of control is the degree to which a person believes they control the events that happen to him/her

Locus of control

A person who tends to be emotionally distant and believes that the ends justify the means. Have competitive drives and need to win distrust of others, desire for status, desire for control, and amoral manipulation. If an individual is high on these components, then they are more likely to manipulate others to help themselves.

Machiavellianism

• Job satisfaction • Organizational commitment: Identifying with a particular organization and its goal • Employee engagement: Being fully absorbed and enthusiastic about your work • Work performance: The degree to which an employee completes his/her required job duties • Organizational Citizenship Behaviors (OCBs): Going above and beyond specified job requirements to help the organization or people within the organization • Counter-Productive Work Behaviors (CWBs): Any behavior that potentially harms the organization or members of that organization (e.g., absenteeism, tardiness, theft, sabotage, abuse, intentionally working slower, etc.) • Fit: Person-Job (P-J) & Person-Organization (P-O)

Major attitude and outcome variables studied in organizational behavior

Rational Consulting Persistent Problem solving Tough-minded Analytical Structured Deliberate Authoritative Stabilizing Position power

Managers (soul)

there are certain characteristics that differentiate leaders from non-leaders there is something that sets leaders apart from others these traits by themselves, will NOT make a leader effective They still need to use the right style and understand the situation. these characteristics/traits/abilities can be learned by anyone.

Modern Trait Approach to leadership

person with a grandiose view of self, requires excessive admiration, has a sense of self-entitlement, and is arrogant

Narcissism

Degree to which one likes change and try new things

Openness to experience

•Increased Delegation •Increased Job satisfaction •Increased Organizational commitment •Increased Performance, OCBs •Reduced Counterproductive Behaviors •Reduced Turnover / withdrawal behaviors •Increased Career satisfaction •Faster Career progression

Outcomes of LMX

getting other to say "yes"................................................................................................

Peripheral route tactics to persuasion

VERY VERY subtle, almost automatic other individuals may not even be aware you are trying to influence them

Peripheral route to influence

a) Characterized by subtle cues and context (automatic, pre-conscious, emotional) b) Ideal when the person is distracted or highly emotionally involved in the situation

Peripheral route to persuasion

Appeal to friendship, service

Personal appeal tactic

Predisposition or tendency to act or think a certain way dominant/consistent response across situations

Personality

Use threats of negative consequences

Pressure tactic

Person with a lack of concern for others, and lack of guilt or remorse when their actions cause harm

Psychopathy

Give information, explain, present detail, construct logical arguments

Rationality tactic

o self-esteem from interpersonal relationships o Focuses on people first o Likes to please others o Considers loyalty to be key employee trait o Gets bored with details

Relationship motivated (High-LPC)

Read cues from the environment Change behavior to match situation Cope in cross-cultural environments May be a key factor in leadership effectiveness

Self monitoring is to be able to

when individuals don't work as hard in groups as they would on an individual basis. When working with groups, managers must be sure to build in individual accountability. can be prevented by setting up goals, encouraging intergroup competition, using peer evaluation as part of the feedback process, and linking group rewards to individual behavior.

Social loafing

a) Expert Power b) Referent Power

Sources of power based on charasteristics of the individual

a) Legitimate Power b) Reward Power c) Coercive power

Sources of power based on the individual's position

people can also be a sustained competitive advantage (if not the biggest one!) in addition to things like marketing strategy, finance strategy, operations, The relationship you as the leader create with your employees and teams CANNOT be copied by other companies or other leaders. this relationship cannot be substituted with something else (i.e., I can't substitute for good people with just a good marketing strategy...I must have good people to implement it!). People are also by definition rare/unique and we know that the way you manage and lead people leads to positive outcomes for the firm (i.e., money, money, money). All of these things make focusing on how you lead and manage people critical because it can be a sustained competitive advantage for you, your department, and your organization.

Strategic resource relating to people

o Draws self-esteem from task completion o Focuses on task first o Can be harsh with failing followers o Considers competence to be key employee trait o Enjoys details

Task motivated (Low-LPC)

Leader member relations Task structure Position power

Three situational variables that Fielder flow chart examines

people were born with the traits or not (i.e., some are born to lead, some are born to follow).

Traditional trait approach

someone who is time conscious, impatient, like to have control

Type A

someone who is more laid back, easy going, not in a rush

Type B

Legitimating Ingratiation Rationality Pressure Exchange of benefits Personal appeal Inspiration appeal Coalition

Typical influence tactics

Message Content: Most people focus on what is in it for them, rather than the benefits of the other party (i.e., why this is important to me, etc.) YES: real estate personnel do this by getting you to say "yes" to a house's location, set up, nice yard, etc. even if it is not the ideal price, etc. NORMATIVE: people want to act in a way that is consistent with their values, self- image, etc.....therefore, frame message in this manner.. Beware of contrast effects - i.e., real estate professional taking you to several bad homes so that the new ones look "good"...makes it seem like an attractive offer... Repetition only works a few times...after that...one becomes annoyed...

What are some tactics of the Central Route to Persuasion?

Personal attractiveness is enhanced by being friendly and outgoing. Warmth, empathy, caring about others, and showing direct personal interest are valuable. Integrity assures people that we can be trusted. If people expose their vulnerabilities, we will not exploit them. Emotion is a power source when it can be effectively used to win over the other party's heart by appealing to his/her emotions, values or personal sense of what is right, fair, and just. Reinforcement - e.g., nodding, smiling, eye contact when things are acceptable and then remove these when you find something unacceptable...this sends subtle message to other party....

What are some tactics of the Peripheral Route to Persuasion?

Conscientiousness Extraversion Openness to experience Emotional stability Agreeableness

What are the big fives

Purpose Planning process perspective

What are the four P's to leading effective team meetings?

A. Prepare B. Be on time! C. Ask for clarification on points that are unclear - someone else likely has the same question D. Listen E. Acknowledge and build on comments of others F. Make disagreements about the problem, NOT the person

What can you do as a team member to make your team meetings more effective?

The capacity to influence the behaviors( and thoughts) of other, Overcome resistance, and get people to do things they normally would not do. Power is in the eye of the beholder and the recipient ( does not have to be exercised to exist). Effectiveness of power is defined by the behavior of the target person

What is power?

The Dark Triad is the combination of Machiavellianism, Narcissism, and Psychopathy. It is a newer personality variable that focuses on potential "bad" personality combinations that result in bad behavior in organizations.

What is the dark triad?

To make the group more effective and achieve the desired goals and make effective communication between the team members to make the group successful or complete the tasks.

What is the purpose of creating a team contract?

Actual Productivity = PP + S-T, PP = Potential productivity S = synergy T = Performance threats & process loss

What is the team performance equation?

Our personality traits normally drive our behavior across situations and time. However, if a situation is REALLY STRONG, then personality doesn't impact our behavior at all. For example, if I have a very outgoing personality, normally I am loud, crazy, etc. in most situation. But what if I had to go to dinner with the president. Would I still act like that? Probably not, because this situation is strong and the expectations of that specific situation would cause me to act more modest, reserved, etc.

a strong situation that would override a personality trait