HRM 446 - Exam 1

Personality

(Robert Hogan noted that the term) is fairly ambiguous and has at least 2 quite different meanings: i. One meaning refers to the impression a person makes on others. 1. This view of personality emphasizes a person's public reputation and reflects not only a description but also an evaluation of the person in the eyes of others 2. "What kind of leader or person is this?" and "Is this somebody I would like to work for or be associated with?" a. Ex: this personality comes into play when you describe the person you work for to a roommate or friend; you might describe the person as pushy, honest, outgoing, etc. ii. Second meaning of personality emphasizes the underlying, unseen structures and processes inside a person that explain why we behave the way we do - why each person's behavior tends to be relatively similar across different situations, yet also different from another person's behavior. b. We develop in our life

What are characteristics of leaders?

-Leaders innovate, develop, inspire, long-term view, ask what and why, originate, challenge the status quo

What are the 5 base powers?

1. Expert power 2. Referent power 3. Legitimate power 4. Reward power 5. Coercive power

3 important components to successfully drive community change efforts are:

1. FRAMING a. Recognize and define its opportunities and issues 2. BUILDING SOCIAL CAPITAL a. Developing/maintaining relationships to work together like financial capital 3. MOBILIZATION a. Critical mass to take action

What are the 5 archetypes of leadership?

1. Teacher-Mentor 2. Father- Judge 3. Warrior - Knight 4. Revolutionary - Crusader 5. Visionary - Alchemist

Limitations of the MBTI

1. Types are not stable over time 2. Data also show major development changes in distribution of types with age 3. Believing someone is a particular type can become a perceptual filter that keeps us from actually recognizing when that person is acting in a manner contrary to that type's characteristic style 4. Self-fulfilling prophecy - using your type as an excuse

2. Which of the following is true according to Kant? (in class) a. Principles matter, consequences don't b. Consequences matter, principles don't c. Both principles and consequences matter d. Neither principles nor consequences matter e. None of the above

A. principles matter, consequences don't

10. ____________________________________________ is the "process of equipping people with the tools, knowledge, and opportunities they need to develop and become more successful." (p. 69)

Coaching

8. __________________________________________ refer to one person's actual behaviors designed to change another person's attitudes, beliefs, values, or behaviors. (p. 117)

Influence tactics

1. ______________________________________ is a complex phenomenon involving the leader, the followers, and the situation.

Leadership

Need for power

McClelland; individuals with a high need for power derive psychological satisfaction from influencing others. i. They seek positions where they can influence others and they are often involved concurrently in influencing people in many different organizations ii. Know high vs. low power need iii. They are often astute at building trusting relationships and assessing power networks, though they can also be outspoken and forceful

14. _________________________________________ is the process leaders use to make decisions about ethical and unethical behaviors. (p. 157)

Moral reasoning

6. ____________________________________ is the capacity to produce effects on others' or the potential to influence others. (p. 116)

Power

12. ______________________________________ are constructs representing generalized behaviors or states of affairs that are considered by the individual to be important. (p. 152)

Values

7. Which of the following approaches to leadership is grounded in the principle of "to thine own self be true"? (p. 166) a. Participative leadership b. Authentic leadership c. Servant leadership d. Effective leadership e. Client-centered leadership f. All of the above g. None of the above

b. Authentic leadership

16. The process of building a team of volunteers to accomplish some important community outcome is known as: __________________________________________

community leadership

Power

defined as the capacity to produce effects on others or the potential to influence others i. Power is a function of the leader, follower, and the situation 1. Follower may not have legitimate power but do have power too 2. Your values dictate much of your decisions ii. Power is the CAPACITY to change

Influence tactics

refer to one person's actual behaviors designed to change another person's attitudes, beliefs, values, or behaviors

Moral reasoning

refers to the process leaders use to make decisions about ethical and unethical behaviors. i. It does not refer to the morality of individuals per se, or their espoused values, but rather to the manner by which they solve moral dilemmas ii. Values play a key role in moral reasoning process because value differences among individuals often result in different judgments regarding ethical and unethical behavior

Management

suggests words like efficiency, planning, paperwork, procedures, regulations, control, and consistency b. Managers are thought to do things right c. Risk taking, dynamic, creativity, change, and vision d. Managers administer i. Maintain ii. Control iii. Short-term view iv. Ask how and when v. Imitate vi. Accept the status quo e. There is an overlap between management and leadership

Coercive power

the opposite of reward power, is the potential to influence others through the administration of negative sanctions or the removal of positive events i. In other words it is the ability to control others through the fear of punishment or the loss of valued outcomes ii. Ex: police giving tickets for speeding, army court-martialing AWOL soldiers, a teacher detaining disruptive students after school, employers firing lazy workers, and parents reprimanding children iii. Coercive power can be used appropriately or inappropriately

Expert power

the power of knowledge i. Some people can influence others through their relative expertise in a particular area ii. A surgeon may wield considerable influence in a hospital because others depend on her knowledge, skill, and judgment, even though she may have no formal authority over them iii. Expert is from the leader iv. Because expert power is a function of the amount of knowledge one possesses relative to the rest of the members of the group, it is possible for followers to have considerably more expert power than leaders in certain situations... Ex: new leaders often know less about the job, tasks performed followers know

Principle-centered leadership

(Covey has developed and popularized an approach) which postulates a fundamental interdependence between the personal, the interpersonal, the managerial, and the organizational level of leadership i. Personal: the first imperative is to be a trustworthy person, and that depends on both one's character and competence. Only if one is trustworthy can one have trusting relationships with others ii. Interpersonal: relationships that lack trust are characterized by self-protective efforts to control and verify each other's behavior iii. Managerial: only in the context of trusting relationships will a manager risk empowering others to make full use of their talents and energies. But even with an empowering style, leading a high-performing group depends on skills such as team building, delegation, communication, negotiation, and self-management iv. Organizational: an organization will be most creative and productive when its structure, systems (training, communication, reward, and so on), strategy, and vision are aligned and mutually supportive. Put differently, certain organizational alignments are more likely than others to nurture and reinforce ethical behavior v. It is a multilevel phenomenon similar to authentic leadership

22. Most early research on leadership was based on ____________________________________, the assumption that leadership is a general personal trait expressed independently of the situation in which the leadership is manifested. (p. 24)

Heroic theory

18. One of the dimensions of the Ohio State Leadership Studies is Consideration. What is the other dimension? ____________________________________________________________________________________

Initiating structure

4. _______________________________________ is a person's all-around effectiveness in activities directed by thought. (p. 207)

Intelligence

20. _____________________________________________ refers to the potential influence one has due to the strength of the relationship between the leader and the followers. (p. 124)

Referent power

Five steps of Informal Coaching

a. Forge a partnership: trusting relationship between leader and followers b. Inspire commitment: help followers determine skills and behaviors needed c. Grow skills: leaders work with followers to build development plans that capitalize on on-the-job experiences and create coaching plans to support their followers' developments d. Promote persistence: meet periodically to provide feedback; provide followers with new tasks/projects to develop needed skills e. Shape the environment: leaders need to periodically review how they are role-modeling development and what they are doing to foster development in the workplace (attract and retain followers)

Discuss the 3 leadership myths presented in the text

a. Good Leadership is all common sense i. It implies a common body of practical knowledge about life that virtually any reasonable person with moderate experience has acquired. ii. However, a simple experiment will convince you that common sense may be less common than you think b. Leaders are Born not made i. This is wrong because it matters more how these two factors interact ii. Some people have the personality traits of a leader, but others develop them overtime through experience c. The Only school you learn leadership from is the school of hard knocks i. This is incorrect because the role of experience in leadership development is important however certain kinds of study and training can improve a person's ability to discern important lessons about leadership from experience

Diagram and discuss the interactional framework presented in the text.

a. Leader, follower, situation developed by Fred Fiedler i. Leader: personality, position, expertise, etc. ii. Follower: values, norms, cohesiveness, etc. iii. Situation: task, stress, environment, etc. b. We can understand the leadership process if we not only look at the leaders and the followers but also examine how leaders and followers affect each other in the leadership process c. This framework shows that leadership is the result of a complex set of interactions between the leader, followers, and the situation.

5. According to the text, which of the following is not true about leadership? (pp. 8-9) a. Leaders control b. Leaders inspire c. Leaders originate d. Leaders innovate e. All of the above f. None of the above

a. Leaders control

Followership

a. Leadership is a social influence process shared among all members of a group. Leadership is not restricted to the influence exerted by someone in a particular position or role; followers are part of the leadership process too. b. The followers' expectations, personality traits, maturity levels, levels of competence, and motivation affect the leadership process too. c. The followers' motivation to do their work is also important d. The number of followers reporting to leader also has significant implications i. Ex: if it only has 3 subordinates then the leader can spend more time with each of them

3. Which of the following is true? (pp. 5-6) a. Leadership is both a science and an art b. Leadership is mostly an art c. Leadership is mostly a science d. Leadership is neither a science nor an art e. Leadership is mostly rational, not emotional f. Leadership is mostly emotional, not rational

a. Leadership is both a science and an art

Heroic theory

a. Most early research on leadership was based on the assumption that leadership is a general personal trait expressed independently of the situation in which the leadership is manifested i. Has been largely discredited but for a long time represented the dominant way of conceptualizing leadership ii. Search for the universal traits of leadership and not the leader's behaviors

Identify and discuss the 9 types of influence tactics

a. Rational persuasion i. Occurs when an agent uses logical arguments or factual evidence to influence others 1. Ex: politician's adviser explains how demographic changes in the politician's district make it important for the politician to spend relatively more time in the district seeing constituents than she has in the recent past b. Inspirational appeals i. When they make a request or proposal designed to arouse enthusiasm or emotions in targets 1. Ex: minister's impassioned plea to members of a congregation about the good works that could be accomplished if a proposed addition to the church is build c. Consultation i. Occurs when agents ask targets to participate in planning an activity 1. Ex: minister established a committee of church members to help plan the layout and use of a new church addition...this will lead to strengthen member commitment d. Ingratiation i. Occurs when an agent attempts to get you in a good mood before making a request 1. Ex: a salesperson's good-natured or flattering banter with you before you make a decision about purchasing a product e. Personal appeals i. When they ask another to do a favor out of friendship 1. Ex: Bill we've known each other for a long time and I've never asked anything from you... f. Exchange i. Influencing a target through the exchange of favors 1. Ex: 2 politicians agree to vote for each other's pet legislation despite minor misgivings about each other's bills g. Coalition tactics i. Differ from consultation in that they are used when agents seek the aid or support of others to influence the target 1. Ex: when several people confront an alcoholic in unison h. Pressure tactics i. Threats or persistent reminders used to influence targets 1. Ex: a judge gives a convicted prisoner a suspended sentence but tells him to consider the suspension a "sword hanging over his head" if he breaks the law again i. Legitimizing tactics i. Occur when agents make requests based on their position or authority 1. Ex: a principal may ask a teacher to be on a school committee

Diagram and discuss the Leadership Grid

a. The Leadership Grid profiles leader behavior on 2 dimensions: CONCERN FOR PEOPLE and CONCERN FOR PRODUCTION b. The most effective leaders are claimed to have both high concern for people and production - (9,9) leadership style c. Leadership behaviors associated with problem solving and driving for results (initiating structure or 9,1 leadership) were consistently related to successfully building teams, influencing a group to accomplish its goals, and getting results d. Managers who spend time building relationships (consideration or 1,9 leadership) also had more satisfied followers who were less likely to leave the organization

Values

are "constructs representing generalized behaviors or states of affairs that are considered by the individual to be important" i. Ex: when Patrick Henry said, "Give me liberty or give me death" he was expressing the value he placed on political freedom ii. Values are learned through the socialization process and become internalized and for most people represent integral components of self iii. Values play a central role in one's overall psychological makeup and can affect behavior in a variety of ways

Emotional intelligence

as a group of mental abilities that help people to recognize their own feelings and those of others 1. The ability to accurately perceive one's own and others' emotions 2. The ability to generate emotions to facilitate thought and action 3. The ability to accurately understand the causes of emotions and the meanings they convey 4. The ability to regulate one's emotions ii. The degree to which thoughts, feelings, and actions were aligned c. A person who lets their emotions control them then they have less emotional intelligence a. 2 psychologists, Peter Salovey and John Mayer, studied why some bright people fail to be successful....Goleman's book

Intelligence

as a person's all- around effectiveness in activities directed by thought i. Research has shown that more intelligent leaders are faster learners; make better assumptions, deductions, inferences; are better at creating a compelling vision and developing strategies to make their vision a reality; can develop better solutions to their problems; can see primary/secondary implication to their decisions; are quicker on their feet than leaders who are less intelligent

19. In the equation B = f (P x E), what is E? (in class) a. Effort b. Environment c. Employees d. Education e. Emotional intelligence f. None of the above

b. Environment -B = behavioral f = function P = person

Influence

can be defined as the change in a target agent's attitudes, values, beliefs, or behaviors as the result of influence tactics i. Influence can be measured by the behaviors or attitudes manifested by followers as the result of a leader's influence tactics ii. Influence is the degree of actual change in a target person's behaviors, attitudes, values, or beliefs.

Perceptual set

can influence any of our senses, and they are the tendency or bias to perceive one thing and not another i. Many factors can trigger a perceptual set, such as feelings, needs, prior experience, and expectations ii. Its role of distorting what we hear proved a costly lesson when a sympathetic airline pilot told his depressed copilot, 'cheer up' but the copilot misunderstood and thought he said 'gear up' iii. We do not see everything that happens in a particular leadership situation, nor do we hear everything. Instead we are selective in what we attend to and what we, in turn, perceive.

17. According to the text, which of the following is true about leadership? a. Leaders are born, not made. b. In the end, good leadership is really just common sense. c. The 1,9 leader in the Leadership Grid has a high concern for results and low concern for people. d. Moral reasoning refers to the process leaders use to make decision about ethical and unethical behaviors. e. All of the above f. None of the above

d. Moral reasoning refers to the process leaders use to make decision about ethical and unethical behaviors.

Legitimate power

depends on a person's organizational role. i. Thought of as one's formal or official authority ii. Individuals with legitimate power exert influence through requests or demands deemed appropriate by virtue of their role and position iii. Legitimate power means a leader has authority because she or he has been assigned a particular role in an organization. iv. Note that the leader has this authority only while occupying that position and operating within the proper bounds of that role

13. Which of the following is not an ethical dilemma identified by Kidder? (p. 158) a. Truth versus loyalty b. Individual versus community c. Short-term versus long-term d. Justice versus mercy e. All of the above f. None of the above

e. All of the above

15. Which of the following dimensions are included in the Myers-Briggs? (pp. 200-204) a. Thinking-feeling b. Extraversion-introversion c. Sensing-intuition d. Judging-perceiving e. All of the above f. None of the above

e. All of the above

9. Which of the following was listed as a base of power? (p. 123) a. Expertise b. Referent c. Reward d. Legitimate e. All of the above f. None of the above

e. All of the above

11. Which of the following is not one of the 5 archetypes of leadership? (p. 52) a. Teacher-Mentor b. Father-Judge c. Warrior-Knight d. Revolutionary-Crusader e. All of the above were included f. None of the above were included

e. All of the above were included

21. Which of the following is the best approach to leadership? (in class) a. Authentic leadership b. Participative leadership c. Servant leadership d. Client-centered leadership e. Community leadership f. None of the above

f. none of the above

Servant leadership

has since 1970 described a quite different approach to leadership than that derived from a bureaucratic and mechanistic view of organizations wherein workers are thought of as mere cogs in a machine i. The leader's role is literally to serve others ii. Comes from the teachings of Jesus, who instructed his disciples that servanthood is the essence of worthy leadership (ex: washing others feet) iii. Listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to others' growth, and building community

Person-Job Fit Model

if someone is not performing well on the job then it might be that person is not in the right position o Person: Need (Maslow's needs for existence, relatedness, growth) ... Skills (functional, interpersonal, conceptual) o Job: Rewards (money, status, job itself) ... Demands (time, quality, coordination) o The place to start when looking for a job is the demands and not the rewards o Demand Rewards Need Skills

360-degree Feedback

instrument industry i. These tools show that direct reports, peers, and superiors can have very different perceptions of a leader's behavior, and these perspectives can paint a more accurate picture of the leader's strengths and development needs than self-appraisals alone ii. Boss iii. Peers iv. Direct reports v. Self vi. This tool plays an integral part of the training, coaching, succession planning, and performance management

Reward power

involves the potential to influence others due to one's control over desired resources i. This can include the power to give raises, bonuses, and promotions; to grant tenure; to select people for special assignments or desirable activities; to distribute desired resources like computers, offices, parking places, or travel money; to intercede positively on another's behalf; to recognize with awards and praise; and so on. ii. This reward power can be problematic because it can be misinterpreted for being seen as important/valued when it isn't

Leadership

is a complex phenomenon involving the leader, the followers, and the situation; leadership as "the process of influencing an organized group toward accomplishing its goals" 1. Leadership is both a science and an art 2. Leadership is both rational and emotional ii. Some leadership researchers have focused on the personality, physical traits, or behaviors of the leader; others have studied the relationship between follower and leader; others look at the situation iii. The process by which an agent induces a subordinate to behave in a desired manner iv. Directing and coordinating the work of group members v. An interpersonal relation in which others comply because they want to not because they have to vi. Process of influencing an organized group toward accomplishing its goals vii. Actions that focus resources to create desirable opportunities viii. Creating conditions for a team to be effective ix. A complex form of problem solving x. Ability to get results and ability to build teams; these represent the what and how of leadership xi. Leadership risk taking, dynamic, creativity, change, and vision. 1. Leaders are thought to do things right 2. Leaders: innovate, develop, inspire, long-term view, ask what and why, originate, and challenge the status quo

Authentic leadership

is grounded in the principle found in the familiar adage "to thine own self be true" i. Authentic leaders exhibit a consistency between their values, their beliefs, and their actions. ii. They have realistic self perceptions, free from the blind spots and misperceptions of self that are common to most people. At the same time, they are accepting of themselves, their nature, and that of others too iii. Authentic leaders have strong ethical convictions that guide their behavior not so much to avoid doing "wrong" things as to always try to do the "right" thing iv. They behave as they do because of personal conviction rather than to attain status, rewards, or other advantages v. Authentic leadership study: 1. Enhancing self-awareness can help people in organizations find more meaning and connection at work 2. Promoting transparency and openness in relationships - even between leader and followers - build trust and commitment 3. Fostering more inclusive structures and practices in organizations can help build more positive ethical climates

Coaching

is the "process of equipping people with the tools, knowledge, and opportunities they need to develop and become more successful" i. Informal coaching: takes place whenever a leader helps followers to change their behaviors ii. Formal coaching: programs provide a similar kind of service for executives and managers in leadership positions 1. As a result of the assessment phase of this process (360-degree feedback instrument), both the manager and the coach have a clear picture of development needs. 2. Can be effective at changing behavior

Community leadership

is the process of building a team of volunteers to accomplish some important community outcome and represents an alternative conceptualization of leadership behavior i. Ex: forming a group to raise funds for a new library, gathering volunteers for a blood drive, or organizing a campaign to stop the construction at Walmart ii. This takes place whenever a group of volunteers gets together to make something happen (or not happen) in their local community iii. Do not have any position power (cannot discipline followers) 1. Also have fewer resources and rewards than most other leader

Know the 3 approaches to ethics

o 1. Kant - principles matter, consequences don't We have an obligation to do the right thing Don't worry about the consequences Prescriptive (telling us what to do) o 2. Mill - principles matter, consequences matter You shouldn't ignore the outcome Sometimes you want 2 things so what do you pick (dilemma) Ex: you are in Germany during Nazis, do you tell the truth that you are hiding a Jew or lie to the officer Prescriptive (telling us what to do) o 3. Sedgwick - looking out for yourself Ethical egoism Serving yourself at the expense of others Descriptive

Self-fulfilling prophecy

occurs when our expectations or predictions play a casual role in bringing about the events we predict i. This prophecy occurs at the large-scale phenomena (economists predicting economic downturn/crisis) and at the interpersonal level (a person's expectations about another may influence how he acts toward her, and in reaction to his behavior she may act in a way that confirms his expectations) ii. Example of self-fulfilling prophecy was collected by Eden and Shani in the context of a military boot camp 1. Thus merely having expectations (positive or negative) about others can subtly influence our actions, and these actions can, in turn, affect the way others behave a. Another perceptual variable that can affect our actions is the self-fulfilling prophecy

Myers-Briggs Type Indicator (MBTI)

over 2 million people take this test every year, which not only is the most popular measure of preferences but also makes it one of the most popular psychological tests i. There are 4 basic preference dimensions in which people can differ: 1. Extraversion - introversion a. Where people get their energy b. Introverts prefer to think things through and announce only final decisions c. Extraverts work the crowd and are often the last to leave 2. Sensing - intuition a. How people look at data b. Sensing like facts and details, real, actual, specific c. Intuition look at the big picture, info meaning for its patterns, trend; more comfortable with hunches and inspirations 3. Thinking - feeling a. Considerations leaders prefer when making decisions b. Thinking leaders like to analyze, criticize, and approach decision impersonally and objectively c. Feeling - empathize and appreciate, personally 4. Judging - perceiving a. The amount of information a leader needs before feeling comfortable making a decision b. Judgers get nervous before decisions are made and only want to see the minimal amount of info to make decisions c. Perceiving like to keep their options open; curious, spontaneous, flexible

Traits

refer to the recurring regularities or trends in a person's behavior, and the trait approach to personality maintains that people behave as they do because of the strengths of the traits they possess i. Cannot be seen but are inferred from consistent patterns of behavior and reliably measured by personality inventories ii. Ex: the personality trait of conscientiousness differentiates leaders who tend to be hard working and rule abiding from those who tend to be lazy and are more prone to break rules iii. Traits play a particularly important role in determining how people behave in unfamiliar, ambiguous or what we call weak situations iv. Situations that are governed by clearly specified rules, demands, or organizational policies- strong situations - often minimize the effects traits have on behaviors b. We believe to have been born with

Consideration

refers to how friendly and supportive a leader is toward subordinates i. Leaders high in consideration engage in many different behaviors that show supportiveness and concern, such as speaking up for subordinates' interests, caring about their personal situations, and showing appreciation for their work

Initiating structure

refers to how much a leader emphasizes meeting work goals and accomplishing tasks i. Leaders high in initiating structure engage in many different task-related behaviors, such as assigning deadlines, establishing performance standards, and monitoring performance levels

Referent power

refers to the potential influence one has due to the strength of the relationship between the leader and the followers. When people admire a leader and see her as a role model i. Ex: students may respond positively to advice or requests from teachers who are well liked and respected, while the same students might be unresponsive to less popular teachers