HMD 307 Test 1

Creative Intelligence

Ability to produce novel and useful work

AOR Model

Action, Observation, Reflection.

Conflicts of interest

Adversely impact ethical judgements and bias ones perceptions of situations.

Sternberg's Triarchic Theory

Analytical, creative, practical

Dehumanization

Avoid the consequences of ones behavior by dehumanizing those who are affected.

Advantageous Comparison

Avoiding self contempt for ones behavior by comparing it to even more heinous behavior by others.

Moral Efficacy

Belief or confidence one ones capability to mobilize various personal, interpersonal, and other external resource to persist despite moral adversity.

Out-groups

DONT rock W THE GANG AKA LEADER

Euphemistic labeling

Disguising morally distasteful behavior with cosmetic words

In-group favoritism

Doing acts of kindness and favors for those who are like us.

Diffusion of responsiilty

Excusing one's own reprehensible behavior because others are behaving in the same way.

Attributions

Explanations that one develops for the characteristics, behaviors, or action he or she attends to.

Considerable overlap does not exist between leadership and management.

False

Complex situation

Flux, unpredictability, ambiguity, lots of unknown.

Analytic Intelligence

General problem solving ability.

Strong situation

Governed by specific rules, demands, or organizational policies.

In- Groups

High degree of mutual influence and attraction between the leader and followers.

Exemplary Followers

Independent, innovative, and willing to stand up to superiors.

Attribution of blame

Justifying ones immoral behavior by claiming it was caused by someone else actions.

Moral justification

Justifying otherwise immoral behavior in terms of a higher purpose.

Practical Intelligence

Knowing how things get done and how to do them.

Heroic Theory

Leaders are born, not made.

Interactional Framework Leadership

Leadership is a result of complex set of interactions among the leader, the followers, and situation.

Managers v. Leaders

Managers: administer, maintain, control, have short term view, ask how and when, imitate. Leaders: Innovate, develop, inspire, have long term view.

Disregard of consequences

Minimizing the actual harm caused by ones behavior.

Self-fulfilling prophecy

Occurs when one's expectations or predictions play a causal role in bringing about the events he or she predicts.

OCEAN model of personality

Openness, conscientiousness, extraversion, agreeableness, neuroticism

Over-claiming credit

Overrating the quality of ones own work and contributions.

Alienated Followers

Point out all the negative aspects of the organization to others.

Simple situation

Predicable and orderly; right answers exist.

Moral reasoning

Process used by leaders to make decisions about ethical and unethical behaviors.

Personality

Public reputation & identity

Pragmatist Followers

Rarely committed to their groups work goals, but they have learned not to make waves

Leadership includes actions and influences based on

Reason & logic.

Traits

Recurring regularities or trends in a persons behavior.

Actor-observer bias

Refers to the fact that people who are observing an action are much more likely than the actor to make the fundamental attribution error.

Passive follower

Rely on the leader to do all the thinking.

Implicit prejudice

Subconscious prejudices that affect one's decisions without him or her being aware of them.

Succesfull managers v. Effective Managers

Successful managers: promoted through ranks, spend more time in organization socializing, politicking, less time on planning and decision making. Effective managers: make real contributions to their organization's performance.

Conformist followers

The "yes" people of organizations.

Moral Courage

The fortitude to face and overcome fears associated with taking ethical action.

Leadership

The process of influencing an organized group toward accomplishing its goals.

Extraversion

The tendency to experience and socialize positive emotions and moods and to feel good about oneself and the rest of the world.

Fundamental Attribution Error

The tendency to overestimate the caused of behavior and underestimate the enviromental causes when others fail.

Ethical dilemmas often involve a choice between two "rights" rather than choices between what is right or wrong

True

Good leadership makes a difference, and it can be enhanced through greater awareness of the important factors influencing the leadership process.

True

Leadership is the process of influencing and organized group towards achieving a goal.

True

Reflection offers leaders insights about framing problems differently, viewing situations from multiple perspectives, and understanding subordinates better

True

Weak situation

Unfamiliar or ambiguous situations.

Displacement of responsibility

Violating personal moral standards by attributing responsibility to others.

Intelligence, Personality, Values and Interest are much more difficult to change,

Whereas, Competencies, skills, behaviors, experience and knowledge are easier to change.

Plato and Kant believed mature moral judgment to be an essentially rational process.

Whereas, David Hume and Adam Smith, believed that emotions are at the heart of moral judgment.

Moral ownership

a felt sense of responsibility not only for the ethical nature of one's own behavior but also for one's commitment not to allow unethical things to happen within their broader sphere of influence including others and the organization

Nueroticism

anxiety, angry hostility, depression, self-consciousness, impulsivity, and vulnerability

Who's is the GOAT?

cr7

Conscientiousness

how dependable, disciplined, responsible, achievement-oriented, and persistent one is

Openness to Experience

how intellectual, imaginative, curious, and broad-minded one is

Agreeableness

how trusting, good-natured, cooperative, and soft-hearted one is

Single-loop

learners seek relatively little feedback that may significantly confront their fundamental ideas or actions.

Double-loop

learning involves being willing to confront one's own views and inviting others to do the same.

Dual process theory

moral judgements dealing primarily with "rights" and "duties" are made by automatic emotional responses while moral judgements made on a more utilitarian basis are made more cognitively.

Self-Serving Bias

the tendency to perceive oneself favorably.