MGT 411 Exam 3

Brainstorming key

1. No Criticism. Group members should not criticize or evaluate ideas in any way during the spontaneous generation of ideas. All ideas are considered valuable. 2. Freewheeling is welcome. People should express any idea that comes to mind no matter how weird or fanciful. Brainstormers should not be timid about expressing creative thinking. As a full-time developer of ideas at Intuit said, "It's more important to get the stupidest idea out there and build on it than not to have it in the first place." 3. Quantity desired. The goal is to generate as many ideas as possible. The more ideas the better. A large quantity of ideas increases the likelihood of finding excellent solutions. Combining ideas is also encouraged. All ideas belong to the group and members should modify and extend ideas whenever possible.

According to the work of Erickson, Vonk and Meadow, if there world were 100 people, how many would speak Chinese:

12

Early studies of engagement by the Gallup organization indicated that _____ of employees report being engaged at work:

26%

Patrick Lencioni

5 dysfunctions of a team: no trust, fear of conflict, lack of commitment, no accountability, no attention to results.

Approximately what percent of a leaders time is spent communicating?

80%

The example of Milgram's use of power illustrated that he possessed:

All types of power

Ask for what you want

Another way to have influence is to make a direct appeal by being clear about what you want and asking for it. If leaders do not ask, they seldom receive. Political activity is effective only when the leader's vision, goals, and desired changes are made explicit so the organization can respond

Transformational and charismatic leadership

Charismatic and transformational leadership have been of great interest to re- searchers. One of the key characteristics of both charismatic and transformational leadership is that they are based largely on the strength of the leader's personal power rather than on a position of authority granted by an organization.

internal communication

Creativity flourishes when there is frequent contact with interdisciplinary networks of people at all levels of the organization.

Which of the following is NOT a characteristic of a 'crucial conversation':

Defensiveness is checked

Carly fiorina

Dynamics of change and fear: everyone is afraid of something, what do you do with your fear, move ahead or run away, courage, afraid of something new.

Elements of Empowerment

Employees receive information about company performance. Employees receive knowledge and skills to contribute to company goals. Employees have the power to make substantive decisions. Employees understand the meaning and impact of their jobs. Employees are rewarded based on company performance.

Carrot-and-Stick Controversy

Extrinsic rewards diminish intrinsic rewards. extrinsic rewards are temporary.Extrinsic rewards assume people are driven by lower needs.Organizations are too complex for carrot-and-stick approaches.Carrot-and-stick approaches destroy people's motivation to work as a group.

Transformational leadership and transactional leadership are basically the same thing:

False

Empowerment Continuum

Have no decision discretion, give input, participate in decisions, make decisions, are responsible for decision process and strategy.

Diverse stimuli

It is impossible to know in advance what stimulus will lead any particular person to come up with a creative idea. The seeds of the idea for Post-it Notes were planted when an engineer's bookmarks kept falling out of his church hymnal

Stage 3: Developing a vision and strategy

Leaders are responsible for formulating and articulating a compelling vision that will guide the change effort, then developing the strategies for achieving that vision.

Stage 6: generate short term wins

Leaders plan for visible performance improvements, enable them to happen, and celebrate employees who were involved in the improvements. Major change takes time, and a transformation effort loses momentum if there are no short- term accomplishments that employees can recognize and celebrate.

In her video on power and influence, Deborah Gruenfeld mentions that people decide if you are competent or not in

Less than 100 Milliseconds

Model of motivation

Need: creates desire to fife needs Behavior: results in actions to fulfill needs Rewards: satisfy needs intrinsic or extrinsic rewards. Feedback: reward infors person if behavior was good and should be used again.

Needs-based theories of motivation

Needs-based theories emphasize the needs that motivate people. At any point in time, people have basic needs such as those for monetary reward or achievement. These needs are the source of an internal drive that motivates behavior to fulfill the needs. An individual's needs are like a hidden catalog of the things he or she wants and will work to get.

2. Safety needs

Next is the need for a safe and secure physical and emotional environment and freedom from threats—that is, for freedom from violence and for an orderly society. In an organizational workplace, safety needs reflect the needs for safe jobs, fringe benefits, and job security.

3. Belongingness needs

People have a desire to be accepted by their peers, have friendships, be part of a group, and be loved. In the organization, these needs influence the desire for good relationships with co-workers, participation in a work team, and a positive relationship with supervisors.

"Resistance to Change" comes from not addressing which kind of change:

Personal

The example of training killer whale Shamu illustrated the use of:

Positive reinforcement

Expert power

Power resulting from a leader's special knowledge or skill re- garding tasks performed by followers is referred to as expert power. When a leader is a true expert, subordinates go along with recommendations because of his or her superior knowledge. personal

Which of the following is the LEAST RICH approach to communicating:

Print Media

rely on the rule of reciprocity

Recall the discussion of dependency, and how leaders gain power by having something that others value. A primary way to turn that power into influence is to share what you have—whether it be time, resources, services, or emotional support. There's a near universal feeling among people that others should be paid back for what they do in one form or another.

Develop allies

Reciprocity also plays an important role in developing networks of allies, people who can help the leader accomplish his or her goals. Leaders can influence others by taking the time to talk with followers and other leaders outside of formal meetings to understand their needs and concerns, as well as to explain problems and describe the leader's point of view.

Extend formal authority with expertise and credibility

The final principle for asserting influence is the leader's legitimate authority in the organization. Legitimate authorities are in a position to be particularly influential. However, research has found that the key to successful use of formal authority is to be knowledgeable, credible, and trustworthy.

5. Self-actualization needs

The highest need category, self-actualization, represents the need for self-fulfillment: developing one's full potential, increasing one's competence, and becoming a better person. Self-actualization needs can be met in the organization by providing people with opportunities to grow, be empowered and creative, and acquire training for challenging assignments and advancement.

1. Physiological needs

The most basic human physiological needs include food, water, and oxygen. In the organizational setting, these are reflected in the needs for adequate heat, air, and base salary to ensure survival.

4. Esteem needs

The need for esteem relates to the desires for a positive self-image and for attention, recognition, and appreciation from others. Within organizations, esteem needs reflect a motivation for recognition, an increase in responsibility, high status, and credit for contributions to the organization.

coercive power

The opposite of reward power is coercive power. It refers to the power to punish or recommend punishment. Supervisors have coercive power when they have the right to fire or demote subordinates, criticize, or withdraw pay increases. position

Stage 8: make changes stick

The transformation isn't over until the changes have well-established roots. Leaders instill new values, attitudes, and behaviors so that employees view the changes not as something new but as a normal and integral part of how the organization operates.

James Surowiecki wrote a book which has to do with teams. It's title is:

The wisdom of crowds

leaders who accomplish successful change

They define themselves as change leaders rather than people who want to maintain the status quo. • They demonstrate courage. • They believe in employees' capacity to assume responsibility. • They are able to assimilate and articulate values that promote adaptability. • They recognize and learn from their own mistakes They are capable of managing complexity, uncertainty, and ambiguity. • They have vision and can describe their vision for the future in vivid terms.

Referent power

This kind of power comes from leader personality characteris- tics that command followers' identification, respect, and admiration so they want to emulate the leader. When workers admire a supervisor because of the way he or she deals with them, the influence is based on referent power. personal

Reward power

This kind of power stems from the authority to bestow rewards on other people. For example, appointed leaders may have access to formal re- wards, such as pay increases or promotions. position

Remember scarcity

This principle means that people usually want more of what they can't have. When things are less available, they become more desirable.

Frederick Herzberg's ideas on motivation are referred to al:

Two-Factor Theory

Alliance building

With strategic alliance building, the leader works closely with others to move issues to the forefront more quickly and directly than would be possible working alone. This is the most public and most political approach to everyday change.

Right words

a leader turns an opponent's negative attitudes, comments, or behaviors into opportunities for change that others will notice. One good example relates to diversity and the challenges that minorities face in organizations,

socialized charismatic leadership

a leadership concept that states that leaders convey values that are other centered versus self centered and who role-model ethical conduct

Power

ability of one person or department in an organization to influence other people to bring about desired outcomes. It is the potential to influence others within the organization with the goal of attaining desired outcomes for power holders.

Charismatic leadership

ability to inspire and motivate people to do more than they would nor- mally do, despite obstacles and personal sacrifice. In describing the charismatic leader, one business writer says, "He persuades people—subordinates, peers, cus- tomers, even the S.O.B. you both work for—to do things they'd rather not. People charge over the hill for him. Run through fire. Walk barefoot on broken glass. He doesn't demand attention, he commands it."

Which of the following are characteristics of 'change agents' (AKA change leaders):

all of the above

Reinforcement

anything that causes a certain behavior to be repeated or inhibited. Four ways in which leaders use reinforcement to modify or shape employee behavior are: positive reinforcement, negative reinforcement, punishment, and extinction.

Systemwide awards

apply the same to all people within an organization or within a specific category or department.

Make people like you

asier to say yes to someone we like than to someone we don't like. One author of a book on influence tells a story about an American working in Saudi Arabia, who learned that getting information or action from government offices was easy when he'd drop by, drink tea, and chat for a while.

"Dependency" is an important element in leading different types of teams. Which of the following illustrates a team where interactions among team members is very dependent:

basketball team

Personal compact

between workers and the organization.51 Personal compacts are the reciprocal obligations and commitments that define the relationship between employees and organizations. They include such things as job tasks, performance requirements, evaluation procedures, and compensation pack- ages. These aspects of the compact are generally clearly defined and may be in written form. Other aspects are less clear-cut.

Stage 7: keep up urgency

building on the credibility and momentum achieved by short-term wins to tackle bigger problems. Successful change leaders don't simply declare victory after small wins and become complacent. They use courage and perseverance to give people the energy and power to take on more difficult issue

Corporate entrepreneurship

can produce a higher-than-average number of innovations. One important out- come is to facilitate idea champions

Two-Factor Theory (frederick Herzberg)

center of the scale is neutral, meaning that workers are neither satisfied nor dissatisfied. Herzberg believed that two entirely separate dimensions contribute to an employee's behavior at work. hygiene factors and motivators.

partial reinforcement

choose to reinforce behavior intermittently

Employee engagement

contributes to stron- ger organizational performance. An engaged employee is one who is emotionally connected to the organization, who is fully involved in and enthusiastic about his or her work, and who cares about the success of the organization.

Extrinsic systemwide reward

could be in- surance benefits or vacation time available to an entire organization or category of people, such as those who have been with the organization for six months or more.

Which of the following is NOT one of the three kinds of change?

discontinuous

Nonsubstituablitiy

eaders or employees with control over resources with no viable substitute will have more power. These resources may include knowledge and expertise as well as access to people with high power.

downsizing

efers to intentionally reducing the size of a company's workforce.

unofficial activity

employees need to be able to experiment and dream outside of their regular job description. Leaders can give people free time for activities that are not officially sanctioned.

Lower Needs

extrinsic material comfort and basic safety and security. carrot and stick

Personalized charismatics

focus on power for personal rather than collective benefit

Commitment

followers adopt the leader's viewpoint and enthusiastically carry out instructions. Leader Anu Shukla, who currently heads the startup RubiconSoft, learned that she was much more effective in gain- ing the commitment of employees when she stopped relying on position power alone to influence subordinates.

Which of the following is NOT one of the "conflict handling styles" reviewed

formulating

Creativity

generation of ideas that are both novel and useful for improving efficiency and/or effectiveness of an organi- zation.25 Creative people come up with ideas that may meet perceived needs, solve problems, or respond to opportunities and are therefore adopted by the organi- zation. However, creativity itself is a process rather than an outcome, a journey rather than a destination. One of the most important tasks of leaders today is to harness the creative energy of all employees to spur innovation and further the interests of the organization.

Extrinsic rewards

given by another person, typically a super- visor, and include promotions and pay increases. Extrinsic rewards at United Scrap Metal, for example, include annual bonuses, a 401(k) plan, and an annual $2,000 tuition-reimbursement program.7 Because they originate externally as a result of pleasing others, extrinsic rewards compel individuals to engage in a task behavior for an outside source that provides what they need, such as money to survive in modern society. Think about the difference in motivation for pol- ishing a car if it belongs to you versus if you work at a car wash. Your good feelings from making your own car shine would be intrinsic.

Need for affiliation

he desire to form close personal relationships, avoid conflict, and establish warm friendships. interrogators

Stage 5: empowering employees to act on vision

his means getting rid of obstacles to change, which may require revising systems, structures, or procedures that hinder or undermine the change effort. People are empowered with knowledge, resources, and discretion to make things happen

importance

if nobody wants what you've got, it's not going to create dependency. Resources can be important for a variety of reasons. For example, they may be essential elements of a key product, they may directly generate sales, or they may be critical to reducing or avoiding uncertainty for the organization's top decision makers.

Punishment

imposition of unpleasant outcomes on an employee. Punish- ment typically occurs following undesirable behavior. For example, a supervisor may berate an employee for performing a task incorrectly.

Job enrichment

incorporates high-level motivators into the work, including job re- sponsibility, recognition, and opportunities for growth, learning, and achievement. In an enriched job, the employee controls resources needed to perform well and makes decisions on how to do the work. One way to enrich an oversimplified job is to en- large it, that is, to extend the responsibility to cover several tasks instead of only one.

One area of Hofstede's Dimensions of Culture NOT included in the textbook is:

indulgence vs. restraint

Intrinsic Rewards

internal satisfactions a person receives in the process of performing a particular action. Solving a problem to benefit others may fulfill a personal mission, or the completion of a complex task may bestow a pleasant feeling of accomplishment. An intrinsic reward is internal and under the control of the individual, such as to engage in task behavior to satisfy a need for competency and self-determination. Consider the motivation of Oprah Winfrey.

Higher Needs

intrinsic accomplishment, competence, fulfillment, and self-determination.

politics

involves activities to acquire, develop, and use power and other resources to obtain desired future outcomes when there is uncertainty or dis- agreement about choices.48 Politically skillful leaders strive to understand others' viewpoints, needs, desires, and goals, and use their understanding to influence people to act in ways that help the leader accomplish his or her goals for the team or organization.

Hygiene factors

involves the presence or absence of job dissatisfiers, such as working conditions, pay, company policies, and interpersonal relationships. When hygiene factors are poor, work is dissatisfying. This is similar to the concept of deficiency needs described by Maslow. Good hygiene factors remove the dissatisfaction, but they do not in themselves cause people to become highly satisfied and motivated in their work.

Transactional leadership

is a transaction or exchange process between leaders and fol- lowers. The transactional leader recognizes followers' needs and desires and then clarifies how those needs and desires will be satisfied in exchange for meeting specified objectives or performing certain duties. Thus, followers receive rewards for job performance, whereas leaders benefit from the completion of tasks.

Gainsharing

is another approach that motivates people to work together rather than focus on individual achievements and rewards. Gainsharing refers to an employee involvement program that ties additional pay to improvements in total employee performance.

Transformational leadership

is characterized by the ability to bring about signif- icant change in both followers and the organization.3 Transformational leaders have the ability to lead changes in an organization's vision, strategy, and culture as well as promote innovation in products and technologies. Rather than analyz- ing and controlling specific transactions with followers using rules, directions, and incentives, transformational leadership focuses on intangible qualities such as vision, shared values, and ideas in order to build relationships, give larger meaning to separate activities, and provide common ground to enlist followers in the change process.

Positive reinforcement

is the administration of a pleasant and rewarding con- sequence following a behavior.

Influence

is the effect a person's actions have on the at- titudes, values, beliefs, or actions of others. Whereas power is the capacity to cause a change in a person, influence may be thought of as the degree of actual change.

Behavior modification

is the name given to the set of techniques by which reinforcement theory is used to modify behavior.20 The basic assumption underly- ing behavior modification is the law of effect

Extinction

is the withdrawal of a positive reward, meaning that behavior is no longer reinforced and hence is less likely to occur in the future.

Negative Reinforcement

is the withdrawal of an unpleasant consequence once a be- havior is improved. Sometimes referred to as avoidance learning, negative reinforce- ment means people learn to perform the desired behavior by avoiding unpleasant situations.

Once a need is satisfied (maslow)

it declines in importance and the next higher need is activated. When a union wins good pay and working condi- tions for its members, for example, basic needs will be met and union members may then want to have social and esteem needs met in the workplace.

Creative self-expression

least conspicuous way to promote change and involves a single leader acting in a way that others will notice and that reflects the values or behaviors he or she wishes to instill in followers. Creative self-expression quietly unsettles others' expectations and routines, whether it be a leader who wears casual pants and sweaters in an organization where most people wear suits, or a leader who shifts working hours to balance work and family life

Reinforcement theory

looks at the relationship between behavior and its consequences by changing or modifying followers' on-the-job behavior through the appropriate use of immediate rewards or punishments.

Individual rewards

may differ among people within the same organization or department.

Resistance

means that em- ployees will deliberately try to avoid carrying out instructions or they will attempt to disobey orders. Thus, the effectiveness of leaders who rely solely on position power is limited.

Right opportunities

more public approach is for leaders to look for, create, and capitalize on opportunities for motivating others to change. One woman who was hired as a division president at a technology company was opposed to the company's prevailing command-and-control leadership style but knew she would make enemies by attacking it directly.

Use rational persuasion

most frequently used influence tactic is rational persuasion, which means using facts, data, and logical arguments to persuade others that a proposed idea or request is the best way to complete a task or accomplish a desired goal. It can be effective whether the influence attempt is directed upward toward superiors, downward toward subordinates, or horizontally, because most people have faith in facts and analysis.

Creative values

natural desire to explore and create, which leads them to want to initiate creative activity on their own. Unfortunately, this desire is sometimes squelched early in life by classroom teachers who insist on strict adherence to the rules. Leaders can unleash deep-seated employee motiva- tion for creativity and innovation. Leaders encourage an entrepreneurial spirit by instilling values of risk-taking and exploration and providing the structures and systems that encourage people to explore new ideas.

employee engangment video

not happiness, low engagement is disinterest, low productivity.

"Ethnocentrism" is:

ones own culture is superior to others

Electronic brainstorming

or brainwriting, brings people together in an interac- tive group over a computer network.39 One member writes an idea, another reads it and adds other ideas, and so on. Studies show that electronic brainstorming generates about 40 percent more ideas than individuals brainstorming alone, and 25 percent to 200 percent more ideas than regular brainstorming groups, depend- ing on group size.

compliance

people follow the directions of the person with power, whether or not they agree with those directions. They will obey orders and carry out instructions even though they may not like it. The problem is that in many cases, followers do just enough work as is necessary to satisfy the leader and may not contribute their full potential.

Purpose driven

people have a sense that what they do matters and makes a positive difference in the world.9 One example is Les Schwab Tire Centers, where employees feel like partners united toward a goal of making people's lives easier.

Conventional management

people perform adequately to receive the "carrot," or avoid the "stick," because they will not necessarily derive intrinsic satisfaction from their work.

impression management

people seek to control how others perceive them, often creating an impression of greater power as well as helping them gain more power.

idea champion

people who passionately believe in an idea and fight to overcome natural resistance and convince others of its value. Change does not happen by itself. Personal energy and effort are needed to successfully promote a new idea. Champions make sure valuable ideas get accepted and carried forward for implementation.

Pay for Knowledge

programs base an employee's salary on the number of task skills he or she possesses. If employees increase their skills, they get paid more. A work- force in which individuals skillfully perform numerous tasks is more flexible and ef- ficient.

Acquired Needs Theory (mcclelland)

proposes that certain types of needs are acquired during an individual's lifetime. In other words, people are not born with these needs, but may learn them through their life experiences.

hierarchy of needs theory

proposes that humans are motivated by multiple needs and those needs exist in a hierarchical order, as illustrated in Exhibit 8.4, wherein the higher needs cannot be satisfied until the lower needs are met. Maslow identified five general levels of motivating needs.

Equity theory

proposes that people are motivated to seek social equity in the rewards they receive for performance.30 According to the theory, if people perceive their rewards as equal to what others receive for similar contributions, they will believe they are treated fairly and will be more highly motivated. When they believe they are not being treated fairly and equitably, motivation will decline.

empowerment

refers to power sharing, the delegation of power or authority to subordinates in the organization.48 Many leaders are shifting from efforts to con- trol behavior through carrot-and-stick approaches to providing people with the power, information, and authority that enables them to find greater intrinsic sat- isfaction with their work.

Motivation

refers to the forces either internal or external to a person that arouse enthusiasm and persistence to pursue a certain course of action. Em- ployee motivation affects productivity, and so part of a leader's job is to channel followers' motivation toward the accomplishment of the organization's vision and goals.2 The study of motivation helps leaders understand what prompts peo- ple to initiate action, what influences their choice of action, and why they persist in that action over time.

Centrality

reflects a leader's or a department's role in the primary activity of an orga- nization. One measure of centrality is the extent to which the work of the leader's department affects the final output of the organization. At a company such as Intel, which is heavily technology-oriented, engineers have a high degree of power because the organization depends on them to maintain the technical superiority of its prod- ucts.

intrinsic systemwide award

reward would be the sense of pride that comes from within by virtue of contributing to a "winning"

Lateral thinking

set of system- atic techniques used for changing mental concepts and perceptions and generating new ones.41 With lateral thinking, people move "sideways" to try different percep- tions, different concepts, and different points of entry to gain a novel solution. Lateral thinking appears to solve a problem by an unorthodox or apparently illogical method. Lateral thinking makes an unusual mental connection that is concerned with possibilities and "what might be.

Leadership approach

strives to motivate people by providing them with the opportunity to satisfy higher needs and become intrinsically rewarded. For example, employees in companies that are infused with a social mission, and that find ways to enrich the lives of others, are typically more highly motivated be- cause of the intrinsic rewards they get from helping other people.

Expectancy theory

suggests that motivation depends on individuals' mental expecta- tions about their ability to perform tasks and receive desired rewards. Expectancy theory is associated with the work of Victor Vroom, although a number of scholars have made contributions in this area.27 Expectancy theory is concerned not with understanding types of needs, but with the thinking process that individuals use to achieve rewards. Effort>Performance Performance>outcomes Valence:value of outcome

Stage 1: sense of urgency

that change is really needed. Crises or threats will thaw resistance to change. carefully scan the external and internal environment—looking at competitive conditions; market position; social, technological, and demographic trends; profit and loss; operations; and other factors. After identifying potential crises or problems, they find ways to communicate the information broadly and dramatically.

Legitimate power

the authority granted from a formal position in an organization. For example, once a person has been selected as a supervi- sor, most workers understand that they are obligated to follow his or her direc- tion with respect to work activities. Subordinates accept this source of power as legitimate, which is why they comply. position

Self efficacy

the capacity to produce results or outcomes, to feel they are ef- fective.53 Most people come into an organization with the desire to do a good job, and empowerment enables leaders to release the motivation already there. Increased responsibility motivates most people to strive to do their best.

Stage 4: communicate vision and strategy

the coalition of change agents should set an example by modeling the new behaviors needed from employees. They must communicate about the change at least 10 times more than they think necessary. Transformation is impossible unless a majority of people in the organization are involved and willing to help

Need for achievement

the desire to accomplish something difficult, attain a high standard of success, master complex tasks, and surpass others. entrepreneurial and innovative.

Need for power

the desire to influence or control others, be responsible for others, and have authority over others. attainment of top levels

Executive presence

the impact you have when you walk into a room, a collection of subtle . . . visual cues, including everything from how your clothes fit to how you walk."

continuous reinforcement

they can reinforce behavior after each and every occurrence

Employee ownership

two levels. First, empowerment can result in a psychological commitment to the mission of an organization, whereby members act as "owners" rather than employees. Second, by owning stock in the companies for which they work, individuals are motivated to give their best performances.

Motivators

ulfill high-level needs such as needs for achievement, recognition, responsibility, and opportunity for growth. Herzberg believed that when motivators are present, workers are highly moti- vated and satisfied.

brainstorming

uses a face-to-face interactive group to spontaneously suggest a wide range of creative ideas to solve the problem. The keys to effective brainstorming are:

Body language of leaders

vanessa vanvorts, carry themselves in a good way

scarcity

whether the resource is easy or difficult to obtain. A re- source that is difficult or expensive to acquire is more valuable and creates more dependency than one that is widely available.

idea incubator

which is being used at companies such as Boeing, Ziff-Davis, and UPS. An idea incubator provides a safe harbor where ideas from people throughout the organization can be devel- oped without interference from company bureaucracy or politics.

Pay for Performance

which links at least a portion of employees' monetary re- wards to results or accomplishments, is a significant trend in today's organiza- tions.82 Gainsharing is one type of pay for performance. Other examples include profit sharing, bonuses, and merit pay. In addition to the potential for greater income, pay for performance can give employees a greater sense of control over the outcome of their efforts.

Law of effect

which states that positively reinforced behavior tends to be repeated, and behavior that is not reinforced tends not to be repeated.

Stage 2: establishing a coalition

with enough power to guide the change process and then developing a sense of teamwork among the group. For the change process to succeed, there must be a shared commitment to the need and possibilities for organizational transformation. Middle management change will seek top leader support in the coalition.

extrinsic individual award

would be a sense of self-fulfillment that an individual derives from his or her work.