Leadership Exam 2 Ch. 5-10

Normative decision model (Broom)

A view of leadership as a decision-making process in which the leader examines certain factors within the situation to determine which decision-making style will be the most effective

Team characteristics

A work group that must rely on collaboration if each member is to experience the optimum success and achievement

Cooperation Theory

A belief in cooperation and collaboration rather than competitiveness as a strategy for building teamwork

Active listener

A person who listens intensely, with the goal of empathizing with the speaker.

Influencing Others

Any behavior that attempts to alter another person's attitudes or behavior

implicit leadership theory

Are personal assumptions about the traits and abilities that characterize an ideal organizational leader

Goal theory

Basic Premise: Behavior is regulated by values and goals. •A goal is what a person is trying to accomplish •Our values create within us a desire to behave in a way that is consistent with them. •Individuals who are provided with specific hard goals perform better than those who are given easy, nonspecific, "do you best" goals or no goals.

Three outcomes of influence continuum

Commitment- The target of the influence attempt is enthusiastic about carrying out the request and thus makes a full effort towards doing so. (highly successful) Compliance- The target person is apathetic about carrying out the effort and thus only makes a modest effort (partially successful) Resistance- The target is opposed to carrying out the request and thus finds ways to either not comply or to do a poor job (unsuccessful)

Corporate social responsibility

Companies' acknowledged responsibility to society

SLII Directing Styles

D1 Enthusiastic Beginner: low competence high commitment D2 Disillusioned learner: some competence low commitment D3 Capable but cautious: Growing confidence variable commitment D4 Self-reliant achiever: Highly committed and competent

Normative decision model situational factors:

Decision significance, Importance of commitment, Leader expertise, Likelihood of commitment, Group support, Group expertise, Team competence

Situational Leadership (SLII)

Designed to increase the frequency and quality of conversations about performance and professional development between leaders and group members so that: •Competence is developed. •Commitment takes place. •Turnover among talented group members is reduced.

Reservation about outdoor training is wasted because

so many of the participants become injured.

Path goal theory

Developed by Robert House. The theory says a leader who attempts to "clear the path" to a goal for a group member tends to find the group member's job satisfaction and performance increase. A leader should choose a leadership style that takes into account the group member characteristics and the task demands.

The human assets approach to CEO leadership emphasizes

Developing managers to the point that they fully accept company values.

Equity Theory (Stacy Adams)

EE satisfaction and motivation depend on how fairly the EE's believe they are being treated in comparison to their peers

Law of reciprocity

Everybody in the world expects to be paid back. If you cannot pay back those you own debts your supply of people to perform good deeds will run short

Moderating variable/rational persuasion

Involves using logical arguments and factual evidence to convince another person that a proposal will likely achieve the goal. A major moderating variable is the credibility of the influence agent. Credibility makes a person more convincing and contributes to a persons perceived power.

Questions used in ethical screening

Is it right? Is it fair? Who gets hurt? Would you be comfortable if the details of your decision or actions were made public in the media or through email? What would you tell your child, sibling, or young relative to do? How does it smell?

Contingency approach to leadership implies:

Leaders are most effective when they make their behavior contingent on situational forces, including group member characteristics and the internal and external environment surrounding the leadership situation.

Cognitive resource theory

Leaders who adapt their style to different individuals within the group or have different quality relationships with individual group members are essentially practicing contingency leadership

Fiedler's Contingency Theory

Match the leader's style with the situation most favorable for his/her success. The theory was designed to enable leaders to diagnose both leadership style and organizational situations.

The role of situations in leadership effectiveness:

Organizational leadership is affected by situational factors not always under control of the leader. Situations shape how leaders behave. Situations influence the consequences of how leaders behave.

Dependence theory of power

People accrue power when others are dependent on them for things of value. Power resides implicitly in the others dependence

Kohlburgs post-conventional moral development stage

People are guided by an internalized set of universal principles that may even transcend the laws of a particular society. Concerned with doing the most good for the most people without regard for whether such behavior brought him/her recognition or fortune.

Groupware refers to?

Programs that help people work together collectively while located remotely from each other. virtual technology helps

SLII Supporting styles

S1 Directing style: high directing low supporting S2 Coaching style: high on directing high supportive S3 Supporting Style: Delegating leadership low direction high supportive S4 Delegating style: Low directing low supporting

Fiedler's Contingency Theory states that:

Task-motivated leaders perform the best in situations of both high control and low control. Relationship-motivated leaders perform best in situations of moderate control.

Path-Goal Theory: Supportive Leadership Style

Tasks are frustrating and stressful, plus group members are apprehensive

Path-Goal Theory: Participative Leadership Style

Tasks are non-repetitive and group members are capable and motivated

Path-Goal Theory: Directive Leadership Style

Tasks are unclear

Path-Goal Theory: Achievement-orientated Leadership Style

Tasks are unique or entrepreneurial and group members are competent and committed

Evidence-based leadership or management

The approach whereby managers translate principles based on best evidence into organizational practices.

Group norms and high emotional intelligence

The development of trust, group identity, and a belief in group efficacy; emotionally intelligent behavior

Main purpose of disaster planning?

The ideal form of crisis leadership is to prevent a crisis through disaster planning. Planning for a physical disaster consider: where would you go, how would you get a hold of EE's, and where you might set up temporary work space.

Ethics what it deals with

The study of moral obligations; the study of separating right from wrong

Expectancy Theory

The theory that motivation will be high when workers believe that high levels of effort lead to high performance and high performance leads to the attainment of desired outcomes.

Valence

The worth or attractiveness of an outcome (value)

Characteristics that effect a persons ability to persuade others:

Those that are essentially honest and ethical Those that are essentially neutral with respect to ethics and honesty Those that are essentially manipulative and dishonest

Expectancy theory (three things to be motivated)

Valence, Instrumentality, and Expectancy

Mechanism for developing team work

When building a virtual team solicit volunteers when feasible, Ensure the task is meaningful to the team/organization, Establish and maintain trust through communication technology

Leader member exchange model

approach to leadership that stresses the importance of variable relationships between supervisors and each of their subordinates

Two types of social power are?

position and personal

Group expertise

degree to which the group of employees has knowledge or expertise regarding the problem

Personal Power includes

expert power and referent power- contribute to charisma prestige power- stemming from a persons status and reputation

entitlement

having the right to certain privileges; believing, sometimes without cause, that one deserves or has a right to certain privileges (like getting away with stealing)

Importance of commitment

importance of team members commitment to the decision

Forming a coalition

is a specific arrangement for parties working together to combine their power. There is power in numbers, the more the better.

What is the purpose of job seekers audit?

it is a list of ethics related questions a job seeker might ask before joining a firm. It helps prospective employees avoid companies that are unethical which could lead them into bankruptcy, layoffs, diminished trust in stock, and discouraging talented young people from embarking on a business career. (values of the EE and company align equals good ethical relationship)

Leader expertise

knowledge in relation to the problem

position power includes

legitimate- lawful right to make a decision and expect compliance reward- authority to give EE's rewards for compliance coercive- to punish for noncompliance it is based on fear

Virtuous cycle of responsibility suggests that social and financial ___________ is linked to being socially responsible

performance

Team competence

the ability of team members to work together in solving problems

Group support

the degree to which employees support the unit or organizations stake in the problem

Decision Significance

the significance of the decision to the success of the project or organization

Liklihood of commitment

the team to a decision if the leader makes the decision on his/her own

Principles of ethical behavior

•Be Honest and Trustworthy and Have Integrity in Dealing with Others •Pay Attention to All Stakeholders •Build Community •Respect the Individual Accomplish Silent Victories

What is a role of a leader in a team-based organization

•Building trust and inspiring teamwork •Coaching team members and group members toward higher levels of performance •Facilitating and supporting the team's decisions •Expanding the team's capabilities •Creating a team identity •Anticipating and influencing change

Effective coaching techniques

•Communicate clear expectations to group members. •Build relationships. •Give feedback on areas that require specific improvement. •Listen actively. •Help remove obstacles. •Give emotional support and empathy. •Reflect content or meaning.