BUAD 304 - Final

Trait approach to leadership (Trait Theories of Leadership)

Approach that attempts to identify personality characteristics or interpersonal attributes that differentiate leaders from follower

Behavioral styles approach

Approach that attempts to identify the unique behaviors displayed by effective leaders

Fiedler's contingency model (definition)

Assumptions -Leaders cannot change style -Style must fit situation •Goal -Select leader to fit situation -Change situation to fit leader A theory that effective groups depend on a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader

Brainstorming (definition)

Group idea-generation technique in which members spontaneously contribute ideas

Learning organization (definition)

Organization that proactively creates, acquires, and transfers knowledge and changes its behavior on the basis of new knowledge and insights

Boundaryless organization

Organization where management has largely succeeded in breaking down barriers between internal levels, job functions, and departments, and reducing external barriers between the organization and those with whom it does business. This type of structure is fluid and flexible and relies on telecommuting between geographically dispersed people

Dispositional resistance to change

Resistance to change recipient characteristic - stable personality trait, less likely to voluntarily initiate changes and more likely to form negative attitudes toward the changes encountered

Product innovation

(Approach towards innovation:)- A change in the appearance or functionality/performance of a product or a service or the creation of a new one

Process innovation

(Approach towards innovation:)- A change in the way a product or a service is conceived, manufactured, or distributed

Capacity for innovation

(Innovation) x (Creativity)

Passive leadership

- A general failure to take responsibility for leading - Laissez-faire leadership - Includes avoiding conflict, failing to provide coaching, failing to assist employees in setting performance goals, etc.

liabilities of strong organizational cultures

- Barrier to diversity - Barrier to change - Barrier to mergers and acquisitions (Mergers is the combination of two companies to form one, while Acquisitions is one company taken over by the other)

List the five dysfunctions of a team

1. Absence of trust 2. Fear of conflict 3. Lack of commitment 4. Avoidance of accountability 5. Inattention to results

Seven types of organizational structures

1. Functional 2. Divisional 3. Matrix 4. Horizontal 5. Hollow 6. Modular 7. Virtual (also internal vs. networked virtual structures)

Affirmative action

An intervention aimed at giving management a chance to correct an imbalance, injustice, mistake, or outright discrimination that occurred in the past

Glass ceiling

An invisible but absolute barrier that prevents women from advancing to higher-level positions

Punctuated Equilibrium

Another form of development a group establishes periods of stable functioning until an event causes a dramatic change in norms, roles, and/or objectives. The group then forms and maintains new norms of functioning, returning to equilibrium

Resistance to change

Any thought, emotion, or behavior that does not align with actual or potential changes to existing routines - Strong org culture - Structural inertia

Implicit cognition

Any thoughts or beliefs that are automatically activated from memory without our conscious awareness

Hidden profile problem

When a superior decision alternative is hidden because each team member only possesses a portion of the information supporting this alternative. (when some information is shared among group members and other pieces of information remain unshared).

Presenteeism

When employees show up but are sick or in no condition to work productively

Discrimination

When employment decisions about an individual are based on reasons not associated with performance or related to the job

Closure (definition)

When one has many ties to the contacts within a cohesive (i.e., dense) network- Affords network members a sense of familiarity and trust due to social checks and balances

Trust (definition)

Willingness to be vulnerable to another person, and belief that the other person will consider the impact their intentions and behaviors

Guilford's 3-factor model for measuring creativity

1. Originality: novelty of ideas 2. Fluency: quantity of ideas 3. Flexibility: types of ideas

Strategies for improving team creativity

- Brain-writing; quantity > quality of ideas (all ideas are recorded by the individual who thought of them. They are then passed on to the next person who uses them as a trigger for their own ideas) - Invite different perspectives (devil's adv., conflict norms) - Foster trust, psychological safety - Build ind. accountability - Healthy competition - Create idea meritocracy (ex. voting w/ post-its)

Team effectiveness model

- Context (resources, trust, leadership, eval/rewards) - Composition (roles, diversity, personality, KSAs, size, teamwork pref.'s, flexibility) - Process (conflict levels, social loafing, team efficacy, common purpose, spec. goals) Context: Adequate resources, leadership & structure, climate of trust, performance valuation & rewards systems Composition: Ability, personality, rules & diversity, size, flexibility, preference for teamwork Process: Common purpose, specific goals, team efficacy, conflit level, social loafing

Emotional intelligence and leadership

- Emotional intelligence is an input to transformational leadership - Emotional intelligence has a small, positive, and significant association with leadership effectiveness

Strengths of strong organizational cultures

- Goal alignment - Commitment - Social control

Unequal airtime

- In a typical 8-person team meeting, 3 people do over 70% of the talking- In a typical 6-person team meeting, 3 people do over 85% of the talking

Key task-oriented traits (13.1)

- Intelligence - Conscientiousness - Open to Experience - Emotional Stability

Least preferred coworker (LPC) scale

- Measures the extent to which an individual takes a task- or relationship-based approach toward leadership - evaluate a coworker one least enjoys working with on 16 pairs of opposite characteristics (friendly/unfriendly and tense/relaxed) - High scores on the survey (high LPC) indicate that an individual is relationship-motivated - Low scores (low LPC) suggest a task-motivated style

The congruence model (definition, Meyer, figure 6)

- Model particularly useful in helping leaders to understand and analyze their organization's performance; default of leaders is to compare past experiences and personal assumptions to solve problems- Basic Systems Model: Input --> Transformation Process --> Output --> Feedback --> Input...- in order to fully understand an organization's performance, you must first understand the organization as a system that consists of some basic elements (inputs): environment (affects org by imposing demands, constraints, and also opportunities), resources, and history- Strategy (part of the transformation process, includes both "corporate strategy" aka choosing what industry to compete in and "business strategy" aka how to use resources in response to the environment within the context of the organization's history.) and 5 elements: customer selection, unique value proposition, value capture, strategic capture, and scope- Output (pattern of activities, behavior, and performance of system at following levels): total system (output in terms of good produced), units within the system (departments and divisions), individual behavior and activity within the organization- What composes the organization in the transformational process:- Work: basic and inherent work done by the org and its parts- People: characteristics of individuals in the org- Formal Organization: formal structures, processes, and systems that enable individuals to perform tasks- Informal Organization: emerging arrangements i.e. structures, processes, relationships, etc- Concept of Fit: org performance rests on the alignment of work/people/structure/culture with each other; the tighter the fit or GREATER CONGRUENCE, the greater the performance- Congruence Model is a framework for identifying root cause of performance gaps within an org; steps to use:1. Identify symptoms2. Specify the input (strategy and environment)3. Define the output (how much required to meet objective v.s. actual)4. Determine the problems (and costs)5. Describe the org. components (look at the 4 org. components and the strategic issues first before organizational causes for problems)6. Assess congruence7. Generate hypotheses about problem causes (correlation between 4 and 6)8. Identify the action steps (and evaluate the impact of them)- Benefits to the model: graphic depiction as a social (vertical axis = informal and people) and technical (horizontal axis = work and formal) system, contingency model means it is adaptable to any structure or social circumstance, helps predict impact of change in an org. system

Drivers and flow of organizational culture (figure 14.2)

- The founder's values - The organization's vision and strategies - The industry and business environment - The national culture - The behavior of leaders

Integrated model of leadership (figure 13.2)

-Demographics -Intelligence and Skills-Task -Oriented Traits -Interpersonal Attributes ^Influences Leader Behaviors (ex. task-oriented, relationship-oriented, passive) ^some Situation Factors get in the way ^Ultimate goal = Leadership Effectiveness^(cycle repeats)

Categories of leader behaviors in revised path-goal and what they mean (table 13.4)

1. Achievement-oriented behaviors - 2. Work-facilitation behaviors - 3. Supportive behaviors - 4. Interaction-facilitation behaviors - 5. Group-oriented decision-making behaviors - 6. Representation and networking behaviors - 7. Value-based behaviors -

Seven step to repair trust.

1. Acknowledging what caused a break in trust 2. Allow feelings and emotions to be discussed, constructively. 3. Get and give support to others in the process 4. Reframe the experience and shift from being a victim to taking a look at options and choices. 5. Take responsibility. Ask, "What did I do or not do that caused this to happen." 6. Forgive yourself and others. 7. Let go and move on.

Five strategies for effectively collaborating remotely

1. Agree upon, and follow, norms 2. Take extra time to ensure effective communication 3. Don't bombard team with messages 4. Use written communication to benefit/work better with introverted members 5. Find ways to celebrate and socialize remotely

Feldman's three phase model of organizational socialization (figure 14.7)

1. Anticipatory socialization - recruit learns about the organization prior to joining 2. Encounter - values, skills, and attitudes start to change as the new recruit discovers what the organization is really like 3. Change and acquisition - recruit masters skills and roles and adjust to the work group's values and norms 4. (Also perceptual and social processes and outcomes) - AS-anticipating realities, org needs for skill and ability, and sensitivity to needs and values E-managing lifestyle vs work conflict, intergroup, role definitions and clarity, familiarity with task and group dynamics C&A-competing role demands are resolved critical tasks are mastered group norms and values are internalized.

Virtual brainstorming (three reasons it works well)

1. Being virtual eliminates production blocking (dominance in individuals) 2. Enables feelings of anonymity - ideas judged objectively, not attributed to person 3. Increase diversity of ideas

Closed vs. Open systems

1. Closed systems a. A self-sufficient entity. b. A system that is not influenced by and does not interact with its environment. 2. Open systems a. depends on constant interaction with the environment for survival b. open to outside environment Distinction is a matter of degree

5 ways to foster Collaboration

1. Communicate expectations 2. Set team (SMART) team goals and review goals regularly as a team - individual roles should align 3. Encourage creativity 4. Build workflow rhythm 5. Leverage team member strengths

The culture map (the 8 behavioral scales (Meyer)

1. Communicating 2. Evaluating 3. Persuading 4. Leading 5. Deciding 6. Trusting 7. Disagreeing 8. Scheduling

Trust ( 3 forms of trust)

1. Contractual Trust 2. Communication Trust 3. Competence Trust

Five common teamwork competencies (how to be effective team member)

1. Contributes to team's work 2. constructively interact with team members 3. keeps team on track, 4. expects high-quality work 5. possesses relevant knowledge skills, and abilities for team's responsibilities

Organization (four common denominators of all organizations)

1. Coordination of effort - achieved through formulation and enforcement of policies, rules, etc. 2. Aligned goals 3. Division of labor - common goals pursued by individuals performing separate but related tasks 4. Hierarchy of authority - chain of command

Finke's four domains for measuring ideas

1. Creative realism 2. Conservative realism - represents ideas that are highly traditional and highly connected to current knowledge and practices. 3. Creative idealism 4. Conservative idealism

Organizational development processes (components, figure 16.7)

1. Diagnosis: What is the problem and its causes? 2. Intervention: What can be done to solve the problem? 3. Evaluation: Is the intervention working? 4. Feedback: What does the evaluation suggest about the diagnosis and the effectiveness of the intervention? Goes in order, and 4 -> 2, and 4 -> 1

Divergent and convergent thinking (definition)

1. Divergent thinking: Thinking that moves outwards from the problem in many possible directions - individuals excel at 2. Thinking that proceeds toward a single answer - teams excel at

Managing diversity (3 key strategies)

1. Educational component 2. Enforcement component 3. Exposure component

Maintenance roles (7 roles described in text)

1. Encourager - Fosters group solidarity by accepting and praising various points of view. 2. Harmonizer - Mediates conflict through reconciliation or humor. 3. Compromiser - Helps resolve conflict by meeting others halfway. 4. Gatekeeper - Encourages all group members to participate 5. Standard setter - Evaluates the quality of group processes 6. Commentator - Records and comments on group processes/dynamics 7. Follower - Serves as a passive audience

Four functions of organizational culture (figure 14.3)

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

Brainstorming (4 rules)

1. Expressiveness - express any and all ideas 2. Quantity - generate as many ideas as possible 3. Building - modify/extend other's ideas 4. Non-evaluation - do not evaluate any ideas during generation

12 mechanisms for changing organizational culture

1. Formal statements 2. Design of physical space, work environments, and buildings 3. Slogans, language, acronyms, and sayings 4. Deliberate role modeling, training programs, teaching, and coaching by others 5. Explicit rewards, status symbols, and promotion criteria 6. Stories, legends, or myths about key people and events 7. Organizational activities, processes, or outcomes 8. Leader reactions to critical incidents and organizational crises 9. Rites and rituals 10. Work flow and organizational structure 11. Organizational systems and procedures 12. Organizational goals and criteria throughout employee cycle (hire to retire)

Approaches toward innovation (figure 15.6)

1. Product vs. process innovation 2. Improvement vs. new directions

Benefits of social capital (Baker)

1. Getting a job 2. Pay and premotions - people with better social capital are paid better 3. Influence and effectiveness -people central in an orgs network have more influence. 4. Venture Capital and financing: 5. Organizational learning and doing - 70% of learning takes places via informal interactions 6. Word of mouth marketing: personal referrals 7. Strategic alliances: social capital influences the use, performance, and success of strategic alliances. 8. Mergers and Acquisitions: good social capital enables executives to successfully resist takeover attempts. 9. Democracy: business in other countries relies on their governments. In order for there to be effective governments, there needs to be a richness of social capital. Non-business benefits: 1. happiness 2. Health 3. Longer Life *** direct link between social capital and the quality, purpose, and meaning of life. 2. more diverse social networks were associated with greater resistance to upper respiratory illness.

11 most common barriers to implementing successful diversity programs

1. Inaccurate stereotypes and prejudice 2. Ethnocentrism 3. Poor career planning - lack of opportunities for diverse employees 4. A negative diversity climate 5. A hostile working environment for diverse employees 6. Diverse employees' lack of political savvy - exclusion from helpful organizational networks 7. Difficulty balancing career and family issues 8. Fear of reverse discrimination 9. Lack of organizational priority for diversity 10. A poor performance appraisal and reward system 11. Resistance to change

Eight action options to address any type of diversity issue

1. Include/exclude - change diversity at all levels of company 2. Deny - say differences don't exist (ex. colorblind) 3. Assimilate - get diverse people to "fit in" 4. Suppress - promote status quo 5. Isolate - move diverse ind. to side, keep norm 6. Tolerate - acknowledge differences, but not valuing or accepting them 7. Build relationships - overcome differences 8. Foster mutual adaptation - allows people to change their views for the sake of creating positive relationships

Task roles (10 roles described in text)

1. Initiator - Suggests new goals or ideas 2. Information seeker/giver -Clarifies key issues 3. Opinion seeker/giver - Clarifies key issues 4. Elaborator - Promotes greater understanding through examples or exploration of implications. 5. Coordinator - Pulls together ideas and suggestions 6. Orienter - Keeps group headed toward its stated goal(s) 7. Evaluator - Tests group's accomplishments with various criteria such as logic and practicality 8. Energizer - Prods group to move along or to accomplish more 9. Procedural technician -Performs routine duties (handing out materials or rearranging seats) 10. Recorder - Performs a "group memory" function by documenting discussion and outcomes.

Four key behaviors of transformational leaders

1. Inspirational motivation - use of charisma, relies on an attractive vision of the future 2. Idealized influence - to instill pride, respect, and trust within employees 3. Individualized consideration - behaviors that provide support, encouragement, empowerment, and coaching to employees 4. Intellectual stimulation - behaviors that provide support, encouragement, empowerment, and coaching to employees; get employees to view org.'s problems as their problems

Four truths about culture change

1. Leaders are the architects and developers of organizational culture 2. Changing culture starts with targeting one of the three levels of organizational culture—observable artifacts, espoused values, or basic underlying assumptions 3. A structured approach works best when implementing culture change 4. The current culture probably closely aligns with the organization's vision and strategic plan

Team (5 characteristics)

1. Leadership becomes a shared activity 2. accountability is both individual and collective 3. a purpose or mission in developed 4. problem solving becomes a way of life 5. effectiveness if measured by the group's collective outcomes and products

Five common elements of change

1. Learn and unlearn 2. Motivate or fail - change won't occur without motivation 3. People make or break it - people are the key to all organizational changes 4. Even winners resist - resistance to change is most always found 5. Reinforce to sustain - effective change requires reinforcing new behaviors, attitudes, organizational practices, and cultures

Culture (4 facets, as mentioned in lecture)

1. Located in individual minds and social worlds 2. Not neatly bounded or neatly partitioned, a set of tendencies that can change over time 3. Dynamic and malleable; takes shape in the everyday social interactions of our lives 4. A force that influences basic psychological processes

Four stress-reduction techniques

1. Muscle relaxation, biofeedback 2. Meditation 3. Cognitive restructuring 4. Holistic wellness

Dark triad

1. Narcissism (−): self-centered perspective, feelings of superiority, drive for personal power and glory- 2. Machiavellianism (−): use of manipulation, a cynical view of human nature, and a moral code that puts results over principles- 3. Psychopathy (−): lack of concern for others, impulsive behavior, and a lack of remorse or guilt when your actions harm others

Three levels of organizational culture

1. Observable artifacts - the physical manifestation of an organization's culture (rituals/ceremonies, symbols, language, etc.) 2. Espoused versus enacted values- Espoused values: explicitly stated values and norms that are preferred by an organization- Enacted values: values and norms that are actually exhibited or converted into employee behavior 3. Basic underlying assumptions - organizational values that have become taken for granted

Outcomes associated with organizational culture

1. Org. culture is related to organizational effectiveness - competitive advantage 2. Employees have more positive work attitudes when working in organizations with clan cultures 3. Clan and market cultures are more likely to deliver higher customer satisfaction and market share 4. Operational outcomes, quality, and innovation are more strongly related to clan, adhocracy, and market cultures than to hierarchical ones 5. An organization's financial performance (profit and revenue growth) is not strongly related to organizational culture - only market and hierarchy cultures were associated with financial outcomes 6. Companies with market cultures tend to have more positive organizational outcomes

Dynamic model of resistance to change (components)

1. Recipient Characteristics: Dispositional resistance to change, surprise and fear of the unknown, fear of failure, loss of status and/or job security, peer pressure, and past success 2. Change Agent: Someone who is a catalyst in helping an organization deal with old problems in new ways. The way a change agent acts or doesn't act can cause recipients within an organization to become more resistant to change 3. Change Agent-Recipient Relationship: If a change agent and a recipient have a positive relationship and share mutual trust, the change process is more open, honest, and participative. Though they add an element of job stress that can be positive, change agents can add elements of stress that are more counterproductive

Four threats to creativity in groups

1. Self-presentational concerns - reluctance to express thoughts and ideas due to concerns about how others may judge self/opinions 2. Production blocking - anything that interferes with a person's ability to fully focus on a task 3. Illusion of productivity - widespread belief that group brainstorming is always more effective 4. Conformity - influence/be influenced by others, members becoming similar to one another, performance matching

Eight attributes of high-performing teams

1. Shared leadership 2. Strong sense of accountability 3. Alignment on purpose - a sense of common purpose 4. Open communication 5. High trust 6. Clear role and operational expectations 7. Early conflict resolution 8. Collaboration

How to create and lead a virtual team (Ferrazzi)

1. Team composition - 2. Leadership practices - 3. When to meet in person - 4. Types of communication media to use -

Ways to get the best performance from your team (Coutu article)

1. Teams must be real: People need to know who is on the team and who is not. It's the leaders job to make that clear. 2. Teams need a compelling direction: Members need to know, and agree on, whatever theyre supposed to be doing together. Unless a leader articulates clear direction, there is a real risk that different members will pursue different agendas. 3. Teams need enabiling structures: Teams that have poorly designed tasks, the wrong number or mix of members, or fuzzy and unenforced norms of conduct invarienbly get into trouble 4. teams need a supportive organization: The organizational context - including the reward system, the human resource system, and the information system - must facilitate teamwork. 5. Teams need expert coaching: Most executive coaches focus on individual performance, which does not significantly improve teamwork. teams need coaching as a group in team processes - especially at the beginning, midpoint, and end of a team project.

Three categories of organizational design

1. Traditional: - Functional - Divisional - Matrix 2. Horizontal 3. Open: - Hollow - Modular - Virtual

Four criteria of a group

1. Two or more freely interacting individuals 2. Collective norms 3. Collective goals 4. Common identity

Main finding from Google's study (Duhigg article)

1. We're living through a golden age of understanding personal productivity, 2. No matter how researchers arranged the data, though, it was almost impossible to find patterns — or any evidence that the composition of a team made any difference. 3. Google's data indicated that psychological safety, more than anything else, was critical to making a team work. ***fully present at work, to feel ''psychologically safe." To be honest with one another.

Three types of change (figure 16.4)

1. adaptive 2. innovative 3. radically innovative

Four steps of process of building stereotypes

1. categorization - 2. inferences - 3. expectations - 4. maintenance - maintaining stereotypes

Model of person perception (figure 4.2)

1. characteristics of the situation - 2. characteristics of the perceiver - 3. characteristics of the target - 4. interactions between perceivers and targets -

List the 3 Cs of effective teams

1. charters & strategies 2. composition 3. capacity

three subbranches of trust

1. contractual trust 2. communication trust 3. competence trust

Types of brokerage

1. coordinator 2. gatekeeper 3. Liaison 4. consultant 5. representative

Kotter's 8-stage organizational change process (table 16.1)

1. establish a sense of Urgency 2. Create the guiding coalition 3. develop a Vision and strategy 4. Communicate the change vision 5. Empower the broad-based action 6. generate Short-term wins 7. consolidate gains and produce More change8. Anchor new approaches in the culture (UCVCESMA)

House's Path-Goal theory (revised) (components)

1. general leader behaviors - 2. specifics situation (employee characteristics, environmental factors) - 3. resulting leadership effectiveness -

How person perception affects three areas discussed in the text (hiring, performance, appraisal, leadership)

1. hiring 2. performance 3. appraisal 4. leadership

List the three dimensions of cultural difference

1. individualism vs. collectivism 2. direct vs. indirect communication 3. egalitarian vs. hierarchical

Kelly's Model of Attribution

1. internal vs. external attributions. a. internal: within a person. b. external factors: within the environment 2. consensus: compares an individual's behavior with that of his or her peers. 3. distinctiveness: compares a person's behavior on one task with his or her behavior on other tasks. 4. consistency: Judges whether the individual's performance on a given task is consistent over time.

Fiedler's contingency model (components)

1. leadership styles (task, relationship) - 2. three dimensions of situational control (leader-member relations, task structure, position power) - 4. when each style is most effective

Team charters (seven steps for creating one)

1. mission statement 2. team vision 3. team identity 4. boundaries 5. operating guidelines 6. performance norms and consequences 7. charter endorsement

4 layers of diversity (figure 4.4)

1. personality (innermost layer)surface level: 2. internal (physical) characteristics (race, gender, etc.)deep level: 3. external influences (marital status, education, religion, etc.) 4. organizational dimensions (outermost layer) (union affiliation, seniority, etc.)

4 types of Task Interdependence

1. pooled 2. sequential 3. reciprocal 4. comprehensive

Model of occupational stress (components and how it works, figure 16.9)

1. potential stressors (individual, group, organizational, extraorganizational levels) - 2. cognitive appraisal (primary and secondary) - 3. coping strategies (control, escape, symptom management) - 4. outcomes (psychological/attitudinal, behavioral, cognitive, physical stress)

Creative performance behaviors

1. problem formulation/definition 2. preparation/information gathering 3. idea generation (System 1 thinking) 4. idea evaluation/validation (System 2 thinking)

Three guiding principles for de-biasing systems

1. transparency - 2. consistency - 3. accountability -

5 types of teams

1. work 2. project 3. cross-functional 4. self-managed 5. virtual

Consideration (Relationship-oriented behavior)

A leader behavior that creates mutual respect or trust and prioritizes group members' needs and desires

Perception

A cognitive process that enables us to interpret and understand our surroundings

Innovation system (figure 15.7)

A coherent system of interdependent processes and structures that dictates how the company searches for novel problems and solutions, synthesizes ideas into a business concept and product designs, and selects which projects get funded

Vision

A compelling future state for an organization and an important input in the systems model of change

Charisma

A form of interpersonal attraction that inspires acceptance, devotion, and enthusiasm

Comprehensive Interdependence

A form of task interdependence in which team members have a great deal of discretion in terms of what they do and with whom they interact in the course of the collaboration involved in accomplishing the team's work.

Organization charts

A graphic representation of formal authority and division of labor relationships within an org.

Difference between a group and a team

A group is a collection of individuals who coordinate their individual efforts. On the other hand, at team is a group of people who share a common team purpose

Self-Managed Teams

A group of workers who have administrative oversight over their work domains

House's Path-Goal Theory (revised) (definition)

A leadership theory that holds that leader behaviors are effective when employees view them as a source of satisfaction or as paving the way to future satisfaction. Leaders expected to:- 1. reduce roadblocks that interfere with goal accomplishment- 2. provide the guidance and support employees need- 3. link meaningful rewards to goal accomplishment

Leadership prototype

A mental representation of the traits and behaviors people believe leaders possess

Self-design model (Cummings)

A number of inter-related activities that overlap and mutually influence each other. The activities compromise a cycle of events emphasizing that self design is an interactive learning process. As members cycle through these activities, they learn how to change and improve the organization including their own work behaviors and interactions. This learning feeds into the next cycle of self-design and so on. Thus, over time, members' capacity to change and to learn how to change are enhanced and refined. 1. Laying the foundation - acquiring knowledge - valuing - diagnosing 2. Designing: developing specific organizational changes to reduce values gap and to move org in a valued direction. 3. Implementing and Assessing

Leadership

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

Psychological safety

A sense of confidence that the team will not embarrass, reject, or punish someone for sharing their ideas and beliefs

Role (definition)

A set of expected behaviors for a particular position

Culture (definition)

A set of shared assumptions that defines appropriate behavior for various situations

Team (definition)

A small number of people who are committed to a common purpose, performance goals, and approach for which they hold themselves collectively accountable

Diversity climate

A subcomponent of an organization's overall climate, defined as the employees' aggregate "perceptions about the organization's diversity-related formal structure characteristics and informal values. Positive when employees view the organization as being fair to all types of employees

Organization (definition)

A system of consciously coordinated activities or forces of two or more persons

Fiedler's contingency model (how it works)

A theory that effective groups depend on a proper match between a leader's style of interacting with subordinates and the degree to which the situation gives control and influence to the leader

Strategy map

A visual representation of a company's critical objectives and the crucial relationships among them that drive organizational performance

Cognitive CQ

Ability to plan for and recognize differences

Communication charters

Agreed upon norms for Virtual Team Comm. - Active listening - Avoid monologues - Speak slowly, clearly - Introduce and identify self when speaking - Summarize often and confirm understanding - Limit background noise, side conversations

Stereotype

An individual's set of beliefs about the characteristics or attributes of a group

The balanced scorecard (four perspectives)

Balance scorecard (BCS) 1. Financial Perspective: How Do We Look to Shareholders? 2. Customer Perspective: How Do Customers See Us? 3. Internal Business Process Perspective: What Must We Excel At? 4. Learning and Growth Perspective: Can We Continue to and Create Value?

Betweenness centrality

Based on being a powerful broker or essential intermediary between others within the network

Fundamental attribution bias

Bias that reflects our tendency to attribute another person's behavior to his or her personal characteristics, rather than to situation factors

charters & strategies (3 Cs of effective teams)

Both researchers and practitioners urge groups and teams to plan before tackling their tasks, early in the group development process. These plans should include team charters that describe how the team will operate, such as thorugh processes for sharing information and decision making.

Brokerage (benefits)

Bridge gaps in social structure and help goods, information, opportunities, or knowledge flow across said gaps

coordinator (Types of brokerage)

Brokering connections between members of the same group

consultant (Types of brokerage)

Brokering connections between members of the same group (broker is from outside of group)

Liaison (Types of brokerage)

Brokers relationships across two different groups

Physical CQ

Capacity to adapt nonverbal/ verbal behaviors

Lewin's change model (components and how it works, figure 16.5)

Change model (steps) 1. Unfreezing: create the motivation to change 2. Changing: introduce changes 3. Refreezing: support and reinforce change

Emotional CQ

Comfort, confidence, and desire to adapt

Common information effect

Common information is more likely to be: - Discussed than unique information - Trusted because people all have personal access - Given the most weight in group decisions

Contingency approach to organizational design

Concept that orgs tend to be more effective when they are structured to fit the demands of the situation, and when the structure is aligned with internal activities and actions of the organization

Team charters (definition)

Detail member's mutual expectation about how the team will operate, allocate resources, resolve conflict, and meet its commitments

Three categories of variables that influence quality of LMX

Determine the quality of LMX: 1. Follower characteristics - how leaders perceive followers 2. Leader characteristics - what type of leadership is used 3. Interpersonal relationship variable - ex. trust, perception of equality, liking

Span of control (4 factors to consider when determining span of control)

Determined by: 1. Organizational size; larger orgs. tend to have narrower SOC, smaller tend to have wider 2. Skill level; complex tasks require more managerial input, benefit from narrow SOC 3. Organizational culture; Narrower spans are more likely in hierarchical cultures 4. Managerial responsibilities; most senior-level executives tend to have narrower SOC

Psychological empowerment

Employees' belief that they have control over their work- Is believed to drive intrinsic motivation

Managing diversity (definition)

Enables people to perform to their maximum potential. (The process of creating and maintaining an environment which enables all employees—regardless of physical abilities and cultural background—to reach their full potential while pursuing organizational objectives).

Task roles (definition)

Enables the work group to define, clarify, and pursue a common purpose. Help to keep the group on track (keeps group on track)

Stressors

Factors that produce stress

Forming Stage

First stage where members in the group are uncertain of their roles and mutual trust is low

organic organizations

Flexible networks of multitalented individuals who perform a variety of tasks.- More likely to use decentralized decision making and horizontal or open designs

internal forces for change

Forces for change come from inside the org. 5. Human resources problems/prospects 6. Managerial behavior/decisions

External forces for change (figure 16.2)

Forces for change that originate outside of the org. 1. Demographic characteristics (various traits that can be used to determine product preferences or buying behaviors of consumers) 2. Technological advancements 3. Shareholder, customer, and market changes 4. Social and political pressures

Tuckman's 5-stage model of group development

Forming, storming, norming, performing, adjourning

Maintenance roles (definition)

Foster supportive and constructive interpersonal relationships (keeps group together)

Performing Stage

Fourth stage (one of the most vital) where members are focused on solving task problems and where contributors finish there work without hampering others. Characterized by a climate of open communication, strong cooperation, and lots of helping behavior

Realistic job preview

Gives recruits a realistic idea of what lies ahead by presenting both positive and negative aspects of the job

Onboarding

Help employees to integrate, assimilate, and transition to new jobs by making them familiar with corporate policies, procedures, culture, and politics and by clarifying work-role expectations and responsibilities

Closure (benefits)

Helps to translate ideas into action and facilitates collaboration

Eigenvector centrality

How connected one is to well-connected others

Radically innovative change

Introduces a practice new to the industry- High end of the continuum of complexity, cost, and uncertainty is radical innovation

Innovative change

Introduces a practice that is new to the organization- Midway on the continuum of complexity, cost, and uncertainty

The culture map (what it is used for (Meyer))

It is made up of eight scales representing the management behaviors where cultural gaps are most common. By comparing the position of one nationality relative to another on each scale, the user can decode how culture influences day-to-day collaboration.

Servant-leadership (Relationship-oriented behavior)

Leader behavior: - Focuses on increased service to others rather than to oneself - Leaders are less likely to engage in self-serving behaviors that hurt others

Transformational leaders

Leaders who transform and inspire their followers to pursue organizational goals over self-interests

Four basic skills for leaders (table 13.2)

Leaders: 1. Cognitive abilities 2. Interpersonal skills 3. Business skills 4. Strategic skills

Cultural intelligence profiles (Early & Mosakowski)

Most managers fit at least one of the following six profiles. 1. The Provincial: can be quite effective when working with people of similar backgrounds but runs into trouble when venturing farther afield. 2. The analyst: methodically deciphers a foreign cultures rules and expectations by resorting to a variety of elaborate learning strategies. The most common form of analyst realizes pretty quickly he is in alien territory but then ascertains, usually in stages, the nature of the pattern at work and how he should interact with them. 3. The natural: relies entirely on his intuition rather than a systematic learning style. 4. The ambassador: someone who convincingly convinces people he belongs there. 5. The Mimic: has a high degree of control over his actions and behaviors, if not a great deal of insight into the significance of the cultural cues he picks up. Mimicry definitely puts hosts and guests at ease, facilitates communication, and builds trust. 6. The chameleon: possess high levels of all three CQ components and is a very uncommon managerial type. He may even be mistaken for a native.

Self-serving bias

Oneʼs tendency to take more personal responsibility for success than for failure

Culture as an iceberg (what are the three levels?)

Only certain signs of a culture are shown; much deeper underneath: - Visible: behavior and institutions - "Underwater": a. values, beliefs, norms b. assumptions about life and how things work

Hollow structure

Open org. structure - AKA a network structure, is designed around a central core of key functions and outsources other functions to outside companies or individuals who can do them cheaper or faster

Virtual structure

Open org. structure - members are geographically apart, usually working with e-mail and other forms of information technology, but that generally appears to customers as a single, unified organization with a real physical location

Modular structure

Open org. structure - the company assembles product parts, components, or modules provided by external contractors

flow of organizational culture

Org. culture -> Structure and Internal Processes -> Group and Social Processes -> Work Attitudes and Behaviors -> Outcomes

Horizontal structure

Org. structure - teams or work groups, temporary or permanent, created to improve collaboration and work on common projects

Five key contingency factors, called situational factors (lecture slides)

Organizational Design 1. Strategy and Goal - grow by dev. of new prods? horizontal structure 2. Market Uncertainty - need to be dynamic? horizontal or open org structure 3. Decision-Making Processes -- Decentralized: dec.'s made at mid and lower levels- Centralized: dec.'s made by top management 4. Technology 5. Size - as org.s get larger, complexity increases

Creative outcome effectiveness

Overlap of novelty and usefulness/quality of product or service

Americans with Disabilities Act

Passed by Congress in 1991, this act banned discrimination against the disabled in employment and mandated easy access to all public and commercial buildings.

Conformity

People align their behavior with a group's expectations and beliefs

Model of creativity (figure 11.6)

Person factors (e.g., motivation, KSA, personality, self-efficacy) + Situation Factors (e.g., physical space, diversity, etc.) --> Creative Performance Behaviors --> Creative Outcome Effectiveness

Access-and-legitimacy perspective on diversity

Perspective on diversity based in recognition that the organization's markets and constituencies are culturally diverse (focuses on the benefit that a diverse workforce can bring to a business that wishes to operate within a diverse set of markets or with culturally diverse clients)

6th base of power

Position in a social network determines access to information

Brokerage (definition)

Position occupied by brokers, who connect people who are themselves unconnected. AKA "boundary-spanners" or "bridges". Brokers are highly influential actors in a network.

Relationship oriented behavior (including consideration, empowerment, servant-leadership, ethical leadership)

Primary purpose - enhance employees' skills and to create positive work relationships Entails: - Consideration - Empowerment - Servant-leadership - Ethical leadership

Contingency theories of leadership

Propose that the effectiveness of a particular style of leader behavior depends on the situation (for leadership)

Competing values framework (what is does and what is it, figure 14.4)

Provides a practical way for managers to understand, measure, and change organizational culture. Identifies four fundamental types of organizational culture - Clan (collaborate) - Adhocracy (create) - Hierarchy (control) - Market (compete) 1. Clan: This culture is rooted in collaboration. Members share commonalities and see themselves are part of one big family who are active and involved. Leadership takes the form of mentorship, and the organization is bound by commitments and traditions. The main values are rooted in teamwork, communication and consensus. A prominent clan culture is Tom's of Maine, the maker of all-natural hygiene products. To build the brand, founder Tom Chappell focused on building respectful relationships with employees, customers, suppliers and the environment itself. 2. The Adhocracy Culture: This culture is based on energy and creativity. Employees are encouraged to take risks, and leaders are seen as innovators or entrepreneurs. The organization is held together by experimentation, with an emphasis on individual ingenuity and freedom. The core values are based on change and agility. Facebook can be seen as a prototypical adhocracy organization, based on CEO Mark Zuckerberg's famous admonition to, "Move fast and break things - unless you are breaking stuff, you are not moving fast enough." 3. The Market Culture: This culture is built upon the dynamics of competition and achieving concrete results. The focus is goal-oriented, with leaders who are tough and demanding. The organization is united by a common goal to succeed and beat all rivals. The main value drivers are market share and profitability. General Electric under ex-CEO Jack Welch is a good example of this culture. Welch vowed that every G.E. business unit must rank first or second in its respective market or face being sold off. Another example of the market culture is software giant Oracle under hard-driving Executive Chairman Larry Ellison. 4. The Hierarchy Culture: This culture is founded on structure and control. The work environment is formal, with strict institutional procedures in place for guidance. Leadership is based on organized coordination and monitoring, with a culture emphasizing efficiency and predictability. The values include consistency and uniformity. Think of stereotypical large, bureaucratic organizations such as McDonald's, the military, or the Department of Motor Vehicles.

Dynamic model of resistance to change (causes)

Recipient characteristics, change agent characteristics, and change agent-recipient relationship all lead to resistance to change

Dynamic model of resistance to change (how it works)

Recipient characteristics, change agent characteristics, and change agent-recipient relationship all lead to resistance to change

Adaptive change

Reintroduces a familiar practice either in a different unit or in the same unit at a different point in time- Least complex, costly, and uncertain

Empowerment (Relationship-oriented behavior)

Represents leader's ability to create perceptions of psychological empowerment in others

Ethical leadership (Relationship-oriented behavior)

Represents normatively appropriate behavior that focuses on being a moral role model - Communicating ethical values to others, rewarding ethical behavior, etc.

Dynamic model of resistance to change

Resistance is caused by an interaction between change recipients and agents; resistance is a dynamic form of feedback

Structural inertia

Resistance to change - the extent to which an organization's rules and routines are relatively fixed and difficult to change.

Norming Stage

Third stage where, if teams make it through the second, roles are more defined and group cohesiveness forms

Mechanistic organizations

Rigid bureaucracies with strict rules, narrowly defined tasks, top-down communication, and centralized decision making- Generally would have one of the traditional organizational designs

Four rules for managing cultural differences (Meyer)

Rule 1: Don't Underestimate the Challenge Rule 2: Apply Multiple Perspectives Rule 3: Find the Positive in Other Approaches Rule 4: Adjust, and Readjust, Your Position

Storming Stage

Second stage which is the time of testing and try to figure out their place in the power structure and the leaders overall effectiveness

Change agent

Someone who is a catalyst in helping organizations deal with old problems in new ways

How to cultivate your cultural intelligence (Early & Mosakowski)

Step 1. The individual examines his CQ strengths and weaknesses in order to establish a starting point for subsequent development efforts. 2. The person selects training that focuses on her weaknesses 3. The general training set out above is applied. 4. The individual organizes her personal resources to support the approach she has chosen. 5. The person enteres the cultural setting he needs to master. He coordinates his plans with others, basing them on his CQ strengths and remaining and remaining weaknesses. 6. The individual reevaluates her newly developed skills and how effective they have been in this new setting, perhaps after collecting 360-degree feedback from colleagues individually or eavesdropping on a casual focus group that was formed to discuss her progress.

Learning organization (The process, figure 15.4)

Step 1: Information Acquisition - the process of obtaining information from internal and external sources Step 2: Information Distribution - the process and systems organizations use to share information Step 3: Information Interpretation - Making sense of the info; affected by perceptual bias and decision making bias Knowledge Integration: spreading info across different parts of the organization; seeking consensus about what the info means Organizational Memory - Info needs to be stored

Eustress

Stress that is associated with positive emotions and outcomes

Causal attributions

Suspected or inferred causes of behavior

transactional leadership (Task-oriented leader behavior)

Task-oriented leader behavior: - Focuses on clarifying employees' role and task requirements and providing followers with positive and negative rewards contingent on performance - Setting goals, monitoring progress toward goal achievement, and rewarding and punishing people

initiating structure (Task-oriented leader behavior)

Task-oriented leader behavior: - Organizes and defines what group members should be doing to maximize output - Ex. organizing a team meeting or seeking input from a knowledgeable source

Advantages of virtual teams

Team communication at a distance: - equalize participation - reduce status differences - less conformity and inhibition (self-presentation concerns) - more tough convos - less joking around

Disadvantages of virtual teams

Team communication at a distance: -media interface is lean, more misunderstandings and redundancy - harder to build rapport, cohesion and trust - less efficient (more decision making time, same amount of information) - more risky decision making - less accountability - greater risk of divided attention, multitasking - less inhibition

composition (3 Cs of effective teams)

Team composition describes the collection of jobs, personalities, knowledge, skills, abilities, and experience levels of team members.

Project Teams

Teams that are assembled to tackle a particular problem, task, or project. Their duration can vary immensely

Cross-Functional Teams

Teams that are created with members from different disciplines within an organization, such as finance, operations, and R&D

Work Teams

Teams that have a well-defined and common purpose. Work teams are more or less permanent and require complete commitment of their members

Virtual Teams

Teams that work together over time and distance via electronic media to combine effort and achieve common goals

Virtual team (definition)

Teams that work together over time and distance via electronic media to combine effort and achieve common goals - very flexible and efficient because they are driven by information and skills, not by time and location

Social loafing

Tendency for individual effort to decline as group size increases

The congruence model (components, Meyer, figure 6)

The Congruence Model: A roadmap for understanding/ analyze performance1st Step in designing/ leading large-scale change = understanding enterprise dynamicsBasic Model = Inputs: a)The environment (markets; clients and customers, suppliers, technology, government) b) Resources (assets -employees, technology, capital, information)c)History (past experiences)Transformation Process (informal org, work, formal org, people)Outputs = System, Units, IndividualsFeedback

Cultural Intelligence (CQ)

The ability to adapt effectively to new cultural contexts

capacity (3 Cs of effective teams)

The ability to make needed changes in response to demands put on the team.

Emotional intelligence

The ability to manage yourself and your relationships in mature and constructive ways

Collaboration (definition)

The act of sharing information and coordinating efforts to achieve a collective outcome

The congruence model (how it works, Meyer, figure 6)

The congruence model for a business is a change management process that examines the performance of an organization based on how it operates as a system. The company is broken down into separate elements, and the congruence model examines those elements and looks to improve the organization by improving each part.

Innovation

The creation of something new that makes money; it finds a pathway to the consumer

Task interdependence (definition)

The degree to which team members depend on each other for information, materials, and other resources to complete their job tasks

Outcome interdependence

The degree to which the outcomes of task work are measured, rewarded, communicated at the group level so as to emphasize collective outputs rather than individual contribution

Psychological safety

The extent to which people feel free to express their ideas and beliefs without fear of negative consequences

Job stress

The harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the workers

Diversity (definition)

The multitude of individual differences and similarities that exist among people

The myth of individualism (what is it and why is it not true (Baker))

The myth: The American hero is rugged in individualism 1. individualism is a myth 2. This fiction/myth gets in the way of understanding how the world actually works. 3. And thus, it lowers our chances of success 4. depresses our pay *** Why it is not true? Success is social. All of the ingredients to success that we customarily think of as "individual" are intrinsically intertwined with networks.

Strength of weak ties

The notion that relatively weak ties often turn out to be quite valuable because they yield new information. Ex.56% found their job through personal connections• Majority of these ties were "weak"

Degree centrality

The number of contacts to whom a person is connected in a social network

Span of control (definition)

The number of people reporting directly to a given manager.

Crowdsourcing

The practice of obtaining needed services, ideas, or content by soliciting contributions from a large group of people, typically via the Internet

Organizational socialization

The process by which individuals acquire the KSAs (Knowledge, Skills, and Abilities), attitudes, and behaviors required to assume a work role

Divergent thinking

Thinking that moves outwards from the problem in many possible directions - individuals excel at

Convergent thinking

Thinking that proceeds toward a single answer - teams excel at

Creativity

The production of novel and useful ideas

Social capital (Baker)

The resources available in and through relationships - power in the form of relationships

Social network

The set of relationships critical to getting things done, getting ahead, and developing professionally - conduits that transfer information and exchange opportunities

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

Demographics

The statistical measurements of populations and their qualities (such as age, race, gender, or income) over time

Readiness for change

The strength of beliefs and attitudes about the extent to which changes are needed, and our capacity to successfully implement them

Innovation

The successful implementation of creative ideas within an organization

Trust (definition)

The willingness to be vulnerable to another person, and the belief that the other person will consider impact of how his or her intentions and behaviors will affect you

Leader-Member Exchange Theory

Theory based on the assumption that leaders develop unique one-to-one relationships (exchanges) with each person reporting to them - Also known as LMX - A leadership theory that supports leaders' creation of in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction

Implicit leadership theory

Theory that proposes people have beliefs about how leaders should behave and what they should do for their followers- leadership prototype

Matrix structure

Traditional org. structure - a vertical structure with an equally strong horizontal overlay; functional and divisional chains of command form a grid with two command structures

Divisional structure

Traditional org. structure - employees are segregated into organization groups based on industries, products or services, customers or clients, or geographic regions

Functional structure

Traditional org. structure - groups people according to the business functions they perform, for example, manufacturing, marketing, and finance

The balanced scorecard (definition)

Translates an org's vision and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system- Emphasis on achieving financial objectives- 4 perspectives: (1) financial, (2) customer, (3) internal business processes, (4) learning and growth (used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions) (how balanced are we in terms of our strategies?)

competence trust (three subbranches of trust)

Trust of capability - how effectively do people meet or perform their responsibilities and acknowledge other people's skills and abilities?

Competence Trust

Trust of capability. How effectively do people meet or perform their responsibilities and acknowledge other people's skills and abilities?

contractual trust (three subbranches of trust)

Trust of character - do people do what they say they are going to do?

Contractual Trust

Trust of character. Do people do what they say they are going to do? Do managers and employees make clear what they expect of one another?

communication trust (three subbranches of trust)

Trust of disclosure - how well do people share information and tell the truth?

Communication Trust

Trust of disclosure. How well do people share information and tell the truth?

Virtual brainstorming (definition)

Virtual brainstorming enhances creative performance: by 50% of a standard deviation

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

High-commitment work systems

Work systems that rely on selective hiring, comprehensive training, comparatively high pay, pay contingent on performance, and good benefits

representative (Types of brokerage)

acts as the point person representing their group to another group

Norm (definition)

an attitude, opinion, feeling, or action that is shared by two or more people and guides behavior

Systems model of change (components and how it works, figure 16.6)

assumes that any change, no matter how large or small, has a cascading effect throughout the organization Starts with inputs about why change is necessary, making strategic plans for change, Targeting elements of change, and outputs or your desired end results

gatekeeper (Types of brokerage)

controls access to group members (to outsider)

Centralized decision-making

decisions made by top management

Interpersonal attributes

employee's ability to work well with others - Extraversion (+) - Agreeableness (+) - Communication Skills (+) - Emotional Intelligence (+) - Narcissism (−) - Machiavellianism (−) - Psychopathy (−)

horizontal (Three categories of organizational design)

flatter hierarchy and organizes people around specific segments of workflow; dissolves department boundaries; better collaboration

In-group exchange vs. Out-group exchange

in-groups and out-groups; subordinates with in-group status will have higher performance ratings, less turnover, and greater job satisfaction

Difference between leading and managing

leading (leaders): create a vision and strategic plan for an organization managing (managers): implement the vision and plan

The organization as an open system (figure 15.3)

organization depends on the constant interaction with the environment for survival

Organizational design

sets the structure of accountability and responsibility used to develop and implement strategies

traditional (Three categories of organizational design)

tend to have functional, divisional, and/or matrix structures; each of these relies on a vertical hierarchy and defines clear boundaries between departments

open (Three categories of organizational design)

tend to have hollow, modular, or virtual structures; relies on technology and structural flexibility to use outsourcing and external info; boundaryless

Task-oriented leader behavior

to assist others in accomplishing their goals and those of the work unit- Initiating structure and transactional leadership.