uark MGMT 42503 Exam 1

Authentic leadership

"to thine own self be true"

conformist follower

"yes" people that are often a result of an authoritarian leader

Emotional Intelligence (EQ)

(1) group of mental abilities that help people recognize their own feelings and those of others, (2) abilities necessary to cope with daily situations and leverage emotions in order to accomplish goals, (3) the degree to which thoughts, feelings, and actions are aligned.

Components of moral potency

1. Moral ownership. Sense of responsibility not only for the ethical nature of one's own behavior but also for one's commitment to not allow unethical things to happen within one's sphere of influence. 2. Moral courage. Fortitude to face risk and overcome fears associated with taking ethical action. 3. Moral efficacy. Belief or confidence in one's capability to mobilize various personal, interpersonal, and other external resources to persist despite moral adversity.

Two components of ethical leadership (Avolio and Associates)

1. Moral person 2. Moral manager

types of influence tactics

1. Rational Persuasion 2. Inspirational Appeals 3. Consultation 4. Ingratiation 5. Personal Appeals 6. Exchange 7. Coalition Tactics 8. Pressure Tactics 9. Legitimizing Tactics

Four qualities of leadership that engender trust

1. Vision 2. Empathy 3. Consistency 4. Integrity

Three approaches to resolving ethical dilemmas

1. end-based thinking 2. rule-based thinking 3. care-based thinking

Four common ethical dilemmas

1. truth vs loyalty 2. individual vs community 3. short term vs long term 4. justice vs mercy

Intelligence

A person's all-around effectiveness in activities directed by thought.

passive follower

According to Robert Kelly, this type of follower is often seen as lazy and incompetent.

truth vs loyalty

Ann discovers her friend and coworker is overstating her hours on her time card. Ann must decide to report her friend or keep the secret, which type of ethical dilemma is this?

Displacement of responsibility

Attributing responsibility of unethical behavior to others • Examples: Nazi concentration camp guards; sales reps may sell defective products to vulnerable customers, but shift responsibility to management or R&D.

Dehumanization

Avoiding the consequences of one's behavior by dehumanizing those who are affected. • Example: Nazis regularly compared the Jews to 'rats'; the Hutus interchangeably used the term Tutsis and 'cockroach' in their propaganda.

short term versus long term

Balancing spending time with family against making career investments for future benefits.

leadership skills

Building teams, getting results through others

power

Capacity to produce effects on others or the potential to influence others.

influence

Change in a target agent's attitudes, values, beliefs, or behaviors as the result of influence tactics.

Consciousness

Concerned with behaviors related to people's approach to work more concerned with management than leadership Examples: I enjoy putting together detailed plans. I rarely get into trouble

Openness to experience

Concerned with curiosity, innovative thinking, assimilating new information, and being open to new experiences. Examples: I like traveling to foreign countries. I enjoy going to school.

Agreeableness

Concerned with how one gets along with, as opposed to getting ahead of others. Concerns one's need for approval. Examples: I am a sympathetic person. I get along well with others.

Neuroticism

Concerned with how people react to stress, change, failure, or personal criticism. Examples: I remain calm in pressure situations. I take personal criticism well.

Values

Constructs representing generalized behaviors or states of affairs that are considered by the individual to be important.

justice versus mercy

Deciding whether to excuse a person's misbehaviour because of extenuatingcircumstances or a conviction that he or she has learned a lesson.

Care-based thinking

Doing what one wants others to do to him or her (Golden Rule) • Problems: assumption that both parties are ethical

Ends-based thinking

Doing what's best for the greatest number of people(AKA utilitarianism) • Problems: impossible to foresee all consequences of decision; overlooks minority groups

Rule-based thinking

Following the highest principle (AKA Kantian philosophy) • "I ought never to act except in such a way that I can also will that my maxim should become universal law." • Problems: rigid, mindless commitment to rules; how to tell what is the highest principle

truth versus loyalty

Honestly answering a question that may compromise real or implied promise of confidentiality to others.

Extraversion

Involves behaviors more likely to be exhibited in group settings and are generally concerned with getting ahead in life. Examples: I like having responsibility for others. I have a large group of friends

Attribution of blame

Justifying one's immoral behavior by claiming it was caused by someone else's (often the victim's) actions. • Example: A telecommunications company misleads customers with deceptive advertising and hidden fees and then blame customers for not reading the "fine print".

Practical Intelligence

Knowing how to adapt, to shape, or select situations to get their needs met better "street smarts"

Advantageous comparison

Letting one avoid self-contempt for one's behavior by comparing it to even more heinous behavior by others. • Example: Taking a few office supplies compared to embezzling thousands of dollars.

Cognitive Moral Development

Level 1: Pre-conventional Level 2: Conventional Level 3: Principled / Post-conventional

effective managers

Make real contributions to organizational performance

Disregard or distortion of consequences

Minimizing the actual harm caused by one's behavior. • Example: "This is a victimless crime." Or "Nobody got hurt."

influence tactics

One person's actual behaviors designed to change another person's attitudes, beliefs, values, or behaviors.

Five Factor OCEAN model

Openness to experience Conscientiousness Extraversion Agreeableness Neuroticism

Forer effect

People are provided with descriptive statements that are personally flattering but so vague that they could apply to virtually anyone.

Moral Disengagement

Process by which people can dissociate their moralthinking from their actions (why good people can do bad things)

individual versus community

Protecting the confidentiality of someone's medical condition whenthe condition itself may pose a threat to the larger community.

Moral Justification

Reinterpreting otherwise immoral behavior in terms of a higher purpose. • Example: Research shows that many police officers when forced to choose between lying under oath (perjury) and testifying against their colleagues, prefer the first option and justify the act as loyalty to their peers.

Diffusion of responsibility

Reprehensible behavior becoming easier to engage in and live with if others are behaving the same way. • Example: corporate board of directors approves misleading financial statements to present company performance in a better light. Each member of the board feels less individual accountability since everyone else on the board is also approving

Euphemistic labeling

Using cosmetic words to defuse or disguise the offensiveness of otherwise morally repugnant or distasteful behavior. • Example: Terrorists call themselves "Freedom Fighters" or "Friendly Fire" is used to describe the accidental killing of soldiers by their own group.

Inspirational Appeals

When a request or proposal is designed to arouse enthusiasm or emotions in targets. • Happiness, joy, guilt, sadness, compassion

Personal appeals

When a target is asked to do a favor out offriendship.

Exchange

When a target is influenced through the exchange of favors.

Legitimizing tactics

When agents make requests based on their position or authority.

Coalition tactics

When agents seek the help of others to influence the target. • Interventions

Ingratiation

When an agent attempts to get a target in a good mood before making a request. • Compliments, friendly banter

Rational Persuasion

When logical arguments or factual evidence is used to influence others. • Statistics, facts, data, charts, graphs, reasoned discourse

Consultation

When targets are asked to participate in planning an activity. • Participation in planning will increase commitment

Pressure tactics

When threats or persistent reminders are used to influence targets.

leadership definition

a complex phenomenon involving the leader, the followers, and the situation. It is both a science and an art, and it is both rational and emotional

Behavioral scripts

a sequence of expected behaviors for a given situation

intrapersonal skills

adapting to stress, goal orientation, adhering to rules

business skills

analyzing issues, making decisions, financial savvy, strategic thinking

McGregor's "Hot Stove" Rules of Discipline

are used to improve discipline and consist of: 1. Give a warning. Have clear policies and procedures. 2. If the warning is ignored, there are clear consequences. 3. Consequences should be timely. 4. Discipline should be consistent. 5. Discipline should be impersonal (equity).

Theory Y

asserts that most people are intrinsically motivated by their work and value a sense of achievement, personal growth, and pride in contributing.

Theory X

asserts that most people need extrinsic motivation because they are not naturally motivated to work, are not ambitious, are unintelligent and self-centered.

Cooperative tactics

coalition and consultation

the dimensions on leadership grip

concern for people and concern for production

legitimate power

depends on a person's organizational role or his or her formal or official authority.

competency models

describe the set of behaviors and skills people need to exhibit to achieve organizational success. falls into one of the four categories: 1. intrapersonal skills 2. interpersonal skills 3. leadership skills 4. business skills

Analytic Intelligence

general problem solvers "book smarts"

coalition

if you are at a disadvantage you will want to use this type of influence tactic

Soft tactics

inspirational appeals and ingratiation

glass ceiling

invisible barriers that prevent women and minorities from advancing in their careers.

reward power

involves the potential to influence others through control over desired resources.

personalized power

is exercised for personal needs by selfish, impulsive, uninhibited individuals who lack self-control. For example: the brain

socialized power

is used for the benefit of others or the organization and involves self-sacrifice. Often involves an empowering style of management and leadership

management

known for control, efficiency, procedures, and consistency

leadership

known for risk taking, dynamic, creativity, change, and vision

need for power

people who vary in their motivation to influence or control others have this

manager

person responsible for a job (tasks, processes)

leader

person responsible for the people who are responsible for the job

referent power

potential influence one has because of the strength of the relationship between the leader and the followers

coercive power

potential to influence others through the administration of negative sanctions or the removal of positive events.

expert power

power of knowledge or skill

The Triarchic Theory of Intelligence

practical, creative, and analytical

Hard tactics

pressure tactics and legitimizing tactics

Ethics

principles of right conduct or a system of moral values

Two meanings of personality

public reputation and identity

Rational tactics

rational persuasion and exchange

alienated follower

seen as negative, cynical, and adversarial

interpersonal skills

skills involving direct contact with others; communication, building relationships

Creative Intelligence

the ability to produce novel and useful work

Dual-process theory of moral judgment

the heart and the brain are involved in making ethical decisions

exchange

the influence tactic used here: "If you make dinner, then I will wash all the dishes"

leader, followers, situation

the three components of the interactional framework

glass cliff

this phenomenon occurs when a female candidate is more likely to be hired over a male candidate when the organization is in crisis.

Servant leadership

views serving others as being a leader's role

weak situation

• Appropriate course of action not well-defined • Norms are inconsistent • Daring personalities likely to speed through intersection • Cautious personalities likely to stop Example: yellow Traffic Light

Soft tactics are used when

• One is at a disadvantage. • Resistance is expected. • There is personal benefit if the attempt is successful.

successful managers

• Promoted quickly through the ranks • Spend more time in organizational socializing and politicking • Spend less time on traditional management responsibilities (planning, decision making, etc.)

Cooperative tactics are used when

• When trying to influence superiors • Goal is mutually important and valued • Influencer has referent power

strong situation

• clearly defined rules, • daring and cautious personalities will stop Example: red traffic light

Hard tactics are used when

•An influencer has the upper hand •Resistance is anticipated •The other person's behavior violates important norms

Rational tactics are used when

•Parties are relatively equal in power •Resistance is not anticipated •Benefits are organizational as well as personal

exemplary follower

•independent •innovative •willing to stand up to superiors

pragmatist follower

•mediocre performers •ambitious image/move between styles •positive and negative characteristics