MGT 291 Test 2

Power

-"a person's or group's potential to influence another person or group to do something that would not otherwise have been done" -Formal/position power (legitimate, reward, coercive)+ Informal/personal power (expert, informational, referent, persuasive)

group-think

-Conformity pressure -Doubters keep silent; silence is taken as a "yes" vote for the majority -Appoint a devil's advocate + private data collection

Norm shaping behavior

-Environment matters. -People observe what others do. -Lead by example (Netflix no vacation policy) -Consistency (across time; between people)

Implicit leadership theories

-Followers have some ideas about what are the traits and behaviors of effective leaders. -Expectations are formulated based on followers' exposure to social events, interpersonal interactions, and their life experience. -Followers evaluate leaders who are congruent with their expectations as more effective. -Self aware (what do you expect from your leader?)+ Social aware (what do your followers expect from the leader--you?)

Leadership

-Formal leader (informal/personal power + formal/position power)Vs. informal leader (informal/personal power; social network)

Google's Ideological Echo Chamber

-Google is politically biased. Some employees do not feel psychologically safe expressing their voices. -Low representation of women in leadership positions in the tech industry is partly due to biological differences (personality & drive for status) between women and men. -Viewpoint diversity is arguably the most important type of diversity. -Suggested a couple of ways to foster DEI based on his analysis of the cause.

information processing theory

-Having diversity leads to more perspectives and information being taken into consideration -Diversity leads to better decision-making, better customer interactions, more creativity, more satisfaction, higher performance.

In early stages vs. later stages group fault line

-In early stages: fault-lines tend to be based on surface-level characteristics -In later stages: fault-lines tend to be based on deep-level characteristics

trust repair

-Lack of competence, or, lack of integrity -Structure of an effective apology

Transformational leadership

-Leaders for change -Develop a vision, encourage experimentation, and build a commitment to vision.

transactional leadership

-Leaders for stability -Use position powers such as rewards and punishments.

DEI Management (+Jasmine's response +McKinsey report)

-Minimize the room for biases -Develop and disclose evaluation criteria for HR decisions -structured job interviews -Measuring employees' perception and tracking HR decision outcomes to check for bias -Online diversity training changed DEI-related attitudes of employees, but not behaviors of employees. Parents of young children were especially vulnerable during the pandemic. (DEI not just about gender & ethnicity)

Key parts of effective leadership

-Networks -Leading change -Working in teams -Motivating others -Decision-making -Persuading others -Negotiating

managing diversity

-Organizational Strategy -Leverages the positive business potential of diversity by creating an inclusive environmentwith fair organizational policies that maximizes performance of all employees.

Consistency

-People are significantly willing to say yes to a request that is consistent with what they have already said or done. -Commitments are most effective when they are active, public, effortful, and voluntary -Foot in the door technique (modest request →large request) -Self-perception theory: our perception about self →thoughts & behaviors; try to maintain positive perception of ourselves

Liking

-Physical attractiveness, similarity, contact and cooperation (familiarity), conditioning and association (halo effects, like things that bring us good news) -Personal loan study: more likely to loan money with a lower interest rate to physically attractive people and people from same city & ethnicity.

Personal Power

-Power that is obtained from having personal attributes that others desire -expert: due to knowledge, skills -informational: due to control over info -referent: subordinates respects, admire, identify with leader -persuasive: ability to use knowledge and facts to persuade

Role Congruency Theory

-Prejudice arises when one social groups' stereotype mismatches their valued success in other social roles, specifically among men and women. -Gender role expectations shape: 1. The allocation of jobs, tasks, and responsibilities 2. the behavior of perceivers 3. the behavior of target women and men -No significant relationship between gender diversity and team performance although theoretically diverse teams should make better decisions, more creative, and understand their clients needs

Trait-based Leadership Theory

-Researchers tried but could not find universal individual difference factors that differentiate leaders from non-leaders or effective from ineffective leaders. -Some personality traits such as conscientiousness, extraversion, openness are related to leader effectiveness, but the effects are small. -Stronger effects exist in the relationship between personality traits and leader emergence. -Leaders are made rather than born.

Diversity

-Sexual discrimination, gender pay gap in Activision Blizzard -Surface-level + deep-level diversity -US workforce is becoming more diverse -• Equal Employment Opportunity, Affirmative Action, Managing Diversity -Information Processing theory -Social Categorization theory/Similarity Attraction theory

punctuated equilibrium model

-Shift in pace and energy around midpoint as members get a sense of urgency, and then a boost right before the deadline -Both models acknowledge that teamwork progression is not always linear.

Authority

-Socialized to respect and obey authority figures -Power influence →the ability to make another do what they would otherwise not do -What happens when people are faced with morally questionable orders? →Stanley Milgram's experiment on obedience -Agentic shift

Leader-Member Exchange Theory

-Some followers have stronger relationships with their leaders (ingroups), while others have weaker relationships (outgroups). -Good relationships lead leaders and followers share knowledge and resources in extended network

Ingratiation

-Sophisticated ingratiation increased a chance of promotion to boardroom -a class of strategic behaviors illicitly designed to influence a particular other person concerning the attractiveness of one's personal qualities -7 ways to sophisticatedly flatter others (e.g., reference common social affiliations, argue before conform)

power abuse

-Stanford prison experiment (replicable?) -Hazing in college and at workplace -Psychological changes due to power

functions of groups

-Task functions + Social-psychological functions -social-identity theory -optimal distinctiveness

groups/teams

-Two or more individuals, interacting and interdependent, who have come together to achieve particular objectives -Tactical/Production teams; Problem-solving teams; Creative teams -Self-managed teams (vs. manager-directed teams) -Virtual/online teams (vs. offline, co-located teams) -Building trust is difficult.

Scarcity

-Value items and opportunities more as they become less available -Few available positions vs. many available positions

Reciprocity

-We are obligated to the future repayment of favors, gifts, invitations, and the like. -Give and take -hotel towel reuse study -reciprocity-by-proxy strategy vs. incentive-by-proxy strategy -works among strangers, facilitates cooperations, concessions people make in negotiations

social categorization

-We categorize others based on observable characteristics and we interact more/better with people we see as similar to us -Diversity leads to more conflict, less cohesion, worse performance, lower satisfaction, and perceptions of unfairness

Social Proof

-We perceive actions as more appropriate when others engage in those actions, especially when uncertainty is high. -Social campaigns use normative information to reduce undesirable behaviors by correcting targets' misperceptions regarding the behaviors' prevalence -descriptive norms vs injunctive/prescriptive norms

Hazing in college and workplace

-What kind of power does senior have over junior/newcomers? -Purpose of hazing? What are better alternative to achieve these goals? -How to prevent hazing? -Is hazing more common in diverse groups vs. homogeneous groups?

Group fault line

-an attribute along which a group is split into subgroups (Fault-lines can be active or inactive) -Strength (likelihood of activation) depends on: alignment of apparent attributes, # of potentially homogeneous subgroups -subgroups emerge within a group -in-group bias exist within a group -create superordinate identification to override subgroup identification

Benefits of diverse workforce

-attract diverse talents; strengthen customer orientation; increase employee satisfaction; decision making; company image -diversity of executive boards positively related with earnings

Affirmative Action

-executive order -Requires government contractors to intentionally seek and hire qualified employees from racial, gender, andethnic groups that are underrepresented in the organization.

Equal Employment Opportunity

-federal legislation -Forbids discrimination on the basis of sex, race, color, religion, or national origin in all areas of the employment relationship.

Gaining Power

-formal/position power: centrality, criticality, flexibility, visibility, relevance -informal/personal power: expertise, effort, personal attraction, legitimacy -help others: connect with people who you need; connect with your weak ties (brokerage, filling structural holes); understand the usage of resources in your organization

Status update on your group project

-free-riders heavily penalize -Be proactive: Don't expect your teammates to tell you what to do. -Be respectful: Your reputation matters and the world is small. -Communication! No excuse for delayed responses. -Pros and Cons of different work modes (offline, online, hybrid) -Setting the norm that everyone turns on their camera will help you build trust. -Procedural justice + Distributive justice

DEI

-give equal opportunities and apply equal standards to everyone, regardless of their surface-level and deep-level diversity, so that all employees can feel included and be motivated to work hard -IS NOT Giving advantages for minority groups or giving disadvantages for majority groups (quota)

forming

-learning about each other -learning about the task

Costs of diverse workforce

-relationship conflict; subgroup emergence (ingroup-outgroup ) based on faultlines; superordinate identity to override subgroup identification

Which of the following is NOT a personal power?

-reward power

properties of groups

-size: social-loafing and coordination/communication problems for large groups e.g., make an external public enemy -roles: what others expect from you + what you can expect from others -norms: descriptive vs. prescriptive norms -cohesiveness: cohesiveness →group performance; intragroup contact, intergroup competition to improve cohesiveness

storming

-some task-related and relation-related conflicts -tolerance of differences; develop trust and repair trust

Do leaders really matter?

-sports teams' performance didn't improve after replacing their coaches. -WHY? -People selected as leaders are similar in background, experience, and qualifications to followers. -Leaders at even the highest levels don't have complete control over resources -We associate success with the leader rather than the team

Marshmellow challenge

-start early, test your ideas, and identify any hidden challenges as early as possible, so that you can adjust your plan. -get feedback early

behaviors of leaders

-task-oriented behaviors -relationship- oriented behaviors -change-oriented behaviors -passive behaviors

Formal/position power

-that which is formally allocated by a system or group to particular people -legitimate: position of authority -reward: due to control over reward -coercive: due to control over punishment

7 ways to sophisticatedly flatter others

1. Referencing social affiliations 2.Engaging in value conformity prior to ingratiation 3. Complimenting alter to alter's friend 4. Conforming to opinions expressed by alter to a third party 5. Framing flattery as advice seeking 6. Framing flattery as likely to make alter (an influence target) uncomfortable 7. Arguing prior to conforming

towel reuse study:

1. Show your respect for nature and help save the environment vs 2. In exchange for your participation in this program, we at the hotel will donate a percentage of the energy saving to a nonprofit environmental protection organization. vs. 3. We have made a financial contribution to a nonprofit environmental protection organization on behalf of the hotel and its guests. If you would like to help us in recovering the expense, please reuse your towels. -the third one worked because it customers perceived that the hotel cares more about the environment than those who saw the incentive-by-proxy message

Six principles of influence

1. social proof 2. reciprocity 3. consistency 4. authority 5. liking 6. scarcity

(T/F) According to the research data introduced in the class, struggling sports teams on average performed better after replacing their coach

false

GLOBE leadership project

Universally desired traits include: positive, trustworthy, plans ahead... -Universally undesired traits include: ruthless, dictatorial, irritable... -Especially from top-mgmt, people expect them to be innovative, long-term oriented, and visionary.

performing

focus on achieving common goals

Faces & inferences of competence

Candidates who looked more competent usually win the elections.

Gender is one of the attributes of deep-level diversity.

False

Reciprocity-by-proxy strategy

Elicits in the target a sense of indebtedness to benefactors by providing benefits to a valued third party on behalf of the target

Tuckman's Model of Group Development

Forming →Storming →Norming →Performing

group-shift

Group takes more extreme positions than those of any given individual

Incentive-by-proxy strategy

One makes a request of a target, promising to provide aid to a valued third party if the target first complies with the request

Substitutes of leadership

Rather than depending on leaders (or hoping managers to be effective leaders), use job designs, group norms/cohesiveness, rules, reward system, individual employees' motivation/professionalism as substitutes.

Agentic Shift

at some point, people stop resisting and questioning; they become the authority figure's agent

Task-oriented behavior

behaviors that prioritize the accomplishment of a task in an efficient and reliable way

norming

common expectations about what's acceptable and what's not

deep-level diversity

individual differences that cannot be seen directly, including goals, values, personalities, decision-making styles, knowledge, skills, abilities, and attitudes.

relationship-oriented leaders

leaders who are concerned more with workers' feelings and relationships

surface-level diversity

observable differences in people, including race, age, ethnicity, physical abilities, physical characteristics, and gender.

Social-identity theory

the idea that ingroups consist of individuals who perceive themselves to be members of the same social category and experience pride through their group membership

(T/F) According to Role-congruency theory, people would negatively evaluate men who choose a career that is generally considered as women's work.

true

(T/F) According to implicit leadership theory, each person may have different ideas about what is effective leadership.

true

(T/F) According to the research (Ravina, 2008), people are more likely to lend money to others who are from the same city.

true

(T/F) Increase intergroup competition is one way to reduce social loafing.

true

(T/F) People are more likely to agree to help requests made in-person than those made via Zoom meetings.

true

(T/F) When given power, people often become overconfident.

true

Equal Employment Opportunity requires government contractors to intentionally seek and hire qualified employees from racial, gender, and ethnic groups that are underrepresented in the organization.

true

Individuals tend to more positively evaluate their own team members, compared to members of other teams.

true