FINAL MGMT

self fulfilling prophecy

The tendency for someone's expectations about another to cause that person to behave in a manner consistent with those expectations.

trait approach

The view that leaders possess special traits that set them apart from others and that these traits are responsible for their assuming positions of power and authority.

charismatic leader

They have a vision of how good things could be in their groups and organizations that is in contrast with the status quo. 1.Their vision usually includes dramatic improvements in both group and organizational performance. 2. excited and enthusiastic about their vision and clearly communicate it to their subordinates.

cognitive intelligence

Traditional measures of the ability to integrate and interpret information. -predicts leadership success

leader effectiveness

The study of what makes a leader good or effective -how people rate you

Pygmalion Effect video (self fulfilling prophecy)

- Similar to the way that your expectations for yourself impact your own performance - your expectations for others can also impact others' performance -Students are given at the beginning of the year a name tag that says excellent, poor, or average student. The tags are chosen at random but throughout the school year the students perform towards what they are "expected to be." - strongest interventions for leadership can improve IQ

women vs. men leadership

- Women do not engage in more consideration than men, and men do not engage in more initiating structure than women. 1. Women tend to be more participative than men, involving subordinates in decision making and seeking input. a. First, women must sometimes work harder to overcome resistance to their leadership and engender subordinate trust and respect. b. Second, they sometimes possess stronger interpersonal skills. 2. Also, research suggests that men tend to be harsher when they punish their subordinates than women. - male and female managers do not differ significantly in their propensities to perform different leader behaviors, and male and female managers tend to be equally effective as leaders.

glass ceiling

- a metaphor alluding to the invisible barriers that prevent minorities and women from being promoted to top corporate positions

cafeteria style benefit plan

- a plan from which employees can choose the benefits they want

quid pro quo sexual harassment

- asking for or forcing an employee to perform sexual favors in exchange for receiving some reward or avoiding negative consequences

hostile work environment sexual harassment

- telling lewd jokes, displaying pornography, making sexually oriented remarks about someone's person appearance, and other sex-related actions that make the work environment unpleasant

Americans with disabilities act ( ADA)

-cancer, AIDS, mental illness -organization must make a reasonable (does not present undue hardship) accommodation to assist the individual in doing his/her job

4. pay and benefits (HMR top 5)

-pay: rewarding and paying benefits: such as health insurance

3. performance appraisal and feedback (HMR top 5)

-performance: can give managers info they need to train, motivate and reward organizational members -feedback: provides info on strengths and weaknesses of members

guy dancing around video

-power of first follower makes the leader -nurture beginning followers and more followers will emulate

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formal power (CRL) remember: CaRL

1. Coercive - One reacts to this power out of fear of the negative results that might occur if one failed to comply 2. Reward - People comply with the wishes or directives of another because doing so produces positive benefits 3. Legitimate - represents the formal authority to control and use organizational resources

charismatic leaders

1. Create an innovative vision 2. Lead by example 3. Challenge people to greatness 4. Encourage positive emotions

delivery in charismatic communication styles

1. Dynamic voice: Speaking rate 2. Eye-contact 3. Relaxed posture 4. Outward gestures: Touch 5. Facial expressiveness: Smiles

personal power (ER ref): emergency room reference

1. Expert - influence wielded as a result of expertise, special skill, or knowledge 2. Referent - based on identification with a person who has desirable resources or personal traits - Personal sources of power are more effective than formal

5 most in demand jobs of 2014

1. Laborers and Freight, Stock, and Material Movers, Hand 2. Accountants and Auditors- $30.55 per hour 3. Software Developers, Systems 4. Occupational Therapists 5. General and Operations Managers- leadership and organizational skills: $45.88 per hour

emotional intelligence allows leaders to

1. Motivate their subordinates to commit to their vision 2. Develop a significant identity for their organization and instill high levels of trust and cooperation throughout the organization 3. Respond appropriately when they realize they have made a mistake

beliefs about self-efficacy develop through:

1. direct experience: Feedback from performing similar tasks in the past 2. vicarious experience: Observations of others' performance on these tasks

task oriented leaders are successful in:

1. very unfavorable situations because :they can add structure and demand performance, they have nothing to lose. 2. in very favorable situations because: the task is taken care of, relationship oriented leaders may interfere

Leadership substitutes

2. Characteristics of subordinates, such as their skills, abilities, experience, knowledge, and motivation, can be substitutes for leadership. 3. Characteristics of the situation or context, such as the extent to which the work is interesting, can also be substitutes. 4. When managers empower their subordinates or use self-managed teams, the need for leadership influence is decreased because team members manage themselves. 5. Substitutes for leadership can increase organizational efficiency and effectiveness because they free up some of the leader's valuable time.

Golem effect

A negative instance of the self-fulfilling prophecy, in which people holding low expectations of another tend to lower that individual's performance

Pygmalion effect

A positive instance of the self-fulfilling prophecy, in which people holding high expectations of another tend to improve that individual's performance.

Human Resource Management (HMR)

Activities that managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals

leader emergence

The study of who will emerge as a leader and why -who gets selected to be a leader

initiating structure of the behavior model

Behaviors related to task and goal orientation, such as giving clear directions, monitoring employees' performance, and planning and setting work schedules and deadlines Leaders engage in initiating structure when they make sure that work gets done, and the organization is effective and efficient. a. Assigning tasks to individuals or work groups, making schedules, encouraging adherence to rules are examples of initiating structure. 3. Initiating structure and consideration are independent leader behaviors. Leaders can be high on both, low on both, or high on one and low on the other.

self efficacy

Confidence that you will be successful on a particular task or challenge -Improves work performance by 28% -Visualize success

Disparate Treatment

Denial of opportunity because of protected characteristic. Not treated the same as others.

The Family and Medical Leave Act of 1993 (FMLA)

Gives workers up to 12 weeks unpaid leave each year

planning and job analysis

How many people do we need? What is the job description and job specification?

michigan studied effective supervisors and found two dimensions of behavior

Job-centered behavior- focus primarily on work a subordinate is doing. Employee-centered behavior- focuss primarily on subordinates as people

KSAO ( job analysis from your side)

Knowledge: an understanding of what's needed Skills: expertise to perform Ability: physical or mental trait to perform function Other: personality, interests, attitudes, certifications

relationship oriented leadership

Leaders concerned with developing good relations with their subordinates and to be liked by them

leadership and power

Leaders use power as a way to attain group goals, and power is a means for facilitating their achievement

task oriented leadership

Leaders whose primary concern is to ensure that subordinates perform at a high level and focus on task accomplishment

charisma

Leadership is the art of mobilizing others to want to struggle for shared aspirations through - Vision ".... an ideal and unique image of the future for the common good." -Kouzes & Posner

LGBT

Lesbian, Gay, Bisexual, Transvestite -95% of Fortune 500 companies prohibit discrimination against LGBT

contingency theories

Models propose that the effectiveness of a leader with certain traits is contingent on the situation or context in which he/she performs 1. Fiedler's Model 2. House's Path-Goal Theory 3. The Leader Substitutes Model

consideration leaders of the behavior model

People-oriented behaviors such as respect, openness to employee's ideas, and concern for employee well-being Leaders engage in consideration when they show their subordinates that they trust, respect, and care about them. a. Managers who truly look out for the well-being of their subordinates, and do what they can to help subordinates feel good and enjoy their work, perform consideration behaviors.

Title VII of the Civil Rights Act

Prohibits employment discrimination on the basis of race, religion, sex, color or national origin; covers a wide range of decisions, firing, hiring and pay

Family and Medical Leave Act

Requires that employees provide 12 weeks of UNPAID leave for medical and family reasons including paternity and illness of a family member

Equal Pay Act of 1963

Requires that men and women working for the same establishment be paid the same rate of pay for work that is substantially equal in skill, effort, responsibility, and working conditions

behavior model

Researchers at Ohio State University in the 1940s and 1950s identified two basic kinds of leader behaviors that many managers engaged in to influence their subordinates: consideration and initiating structure

legal and illegal practices

Testing: Legal but must be valid if it has adverse impact Reverse discrimination: Not legal Employment advertising: Not legal to indicate a preference for a group (unless it is a BFOQ) Test score adjustments: Not legal Preferential treatment and quotas: Not legal

emotional intelligence

The ability to be sensitive to one's own and others' emotions. -Predicts leadership success -Leaders moods and emotions influence the moods and emotions of followers through emotional contagion

stimulating subordinates intellectually

Transformational managers openly share information so that subordinates are aware of problems and the need for change. 1. They help subordinates to view problems from a different perspective that is consistent with the manager's vision. 2. They engage and empower subordinates to take personal responsibility for helping to solve problems.

empowerment (sharing power)

Trusting employees to make decisions and to take responsibility for their decisions and actions -contributes to effective leadership by 1. Increasing a manager's ability to get things done and spend less time on daily supervision 2. Increasing workers' involvement, motivation, and commitment 3. Allowing for quick decisions to be made at all levels

engaging in developmental consideration

When managers engage in developmental consideration, they go out of their way to support and encourage subordinates, giving them opportunities to enhance their skills and excel on the job.

effective leaders motivate subordinates to achieve goals by (Path goal)

a. Clearly identifying the outcomes that subordinates are trying to obtain in the workplace, b. Rewarding subordinates with these outcomes for high performance and the attainment of work goals, and c. Clarifying for subordinates the paths leading to the attainment of work goals.

Pregnancy Discrimination Act of 1978:

amendment defining discrimination based on pregnancy to be a form of illegal sex discrimination

ethics ombudsman

an ethics officer who monitors an organization's practices and procedures to be sure they are ethical

1. recruitment and selection (HMR top 5)

attract and hire new employees who have the abilities, skills, and experiences that will help an organization achieve its goals

Participative behaviors (path goal)

collaborates with employees by solicitating input and participative in the decision making process. give subordinates a say in matters and decisions that affect them -Great when subordinates support of a decision is required --Participative leadership behaviors are more appropriate when support of a decision in important

Supportive behaviors (path goal)

creates a pleasant, cooperative environment -Good when employees are under stress -Supportive leadership is more effective when employees are stressed

Directive behaviors (path goal)

defines clear expectations, offers guidance, establishes performance standars, and schedules work tasks. -Good when employees need direction; bad when they are independent thinkers -Directive leadership behaviors are appropriate when subordinates are having difficulty

adverse impact

depends on the ratio of hires to applicants -if ratio is less than 4/5 rule of minority it is discrimination

4 kinds of interchangeable leadership behaviors that motivate subordinates (path goal)

directive, supportive, participative, achievement-oriented

traits

enduring attributes associated with an individual's make-up or personality -Personality, intelligence, emotional intelligence -Traits are better at predicting leader emergence than leader effectiveness

Equal Employment Opportunity (EEO)

equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities

Achievement-oriented behaviors (path goal)

establishes clear, challenging goalls, emphasizes performance excellence, and shows belief in employees' ability to attain goals. motivate subordinates to perform at the highest level possible by setting very challenging goals and believing in subordinates' capabilities -Great for employees who are bored, but not good for employees already at their limit -Achievement-oriented behaviors are appropriate when subordinates are bored

Fiedler's contingency model

helps explain why a manager may be an effective leader in one situation and ineffective in another. It also suggests which kinds of managers are likely to be most effective in which situations. -According Fielder, leadership style is an enduring characteristic. Managers cannot change their style, nor can they adopt different styles in different kinds of situations Leadership depends on the characteristics of 1. the leader 2. the situation

transformational leaders

inspire followers to transcend their own self-interests for the good of the organization 1. make subordinates aware of how important their jobs are to the organization and how important it is that they perform those jobs as best they can, so that the organization can attain its goals. 2. make their subordinates aware of their own needs for personal growth, development, and accomplishment. 3. motivate their subordinates to work for the good of the organization as a whole, not just for their own personal gain. -can influence followers by being a charismatic leader, by intellectually stimulating subordinates, and by engaging in developmental consideration. -Research has found that when leaders engage in transformational leadership, subordinates tend to have higher levels of job satisfaction and performance. Also, they are more likely to trust their leaders, trust their organizations, and feel that they are being treated fairly. -openly share info with subordinates

reward power

is the ability of a manager to give or withhold tangible rewards such as pay raises, bonuses, and choice job assignments, as well as intangible rewards such as verbal praise, a pat on the back, or respect. a. Effective managers use their reward power so that subordinates understand that their receipt is sign that they are doing a good job. b. Ineffective managers use rewards in a more controlling manner that signals to subordinates that the manager has the upper hand.

coercive power

is the ability of a manager to punish others. a. Punishment may include verbal reprimands, reductions in pay, or actual dismissal. b. Managers who rely heavily on coercive power tend to be ineffective as leaders sometimes even get themselves fired.

legitimate power

is the authority a manager has by virtue of his or her position in an organization's hierarchy

LPC

least preferred coworker questionnaire used to determine basic leadership style (assumes this style is fixed). the pleasant and unpleasant test, can tell on gender bias Scoring - 16 to 68: Task Oriented Leader 69 to 75 Socio-Independent 76 to 128 Relationship Oriented Leader

transactional leaders

motivate their followers in the direction of established goals by clarifying role and task requirements -involves managers using their reward and coercive power to encourage high performance. 1. managers reward high performers, reprimand low performers, and motivate by reinforcing desired behaviors

expert power

power is based on the special knowledge, skills, and expertise that a leader possesses. a. The nature of expert power varies, depending on the leader's level in the hierarchy. b. Effective leaders take steps to ensure that they have an adequate amount of expert power to perform their leadership roles. c. Expert power tends to be best used in a guiding or coaching manner rather than in an arrogant, high-handed manner.

age discrimination employment act (ADEA)

protection of discrimination of people over the age of 40

referent power

stems from subordinates' and coworkers' respect, admiration, and loyalty to and for their leader. a. Leaders who are likable and whom subordinates admire are likely to possess referent power. b. Because referent power is a function of the personal characteristics of a leader, managers can increase their referent power by taking time to get to know their subordinates and showing interest in them.

5. labor relations (HMR top 5)

steps managers take to develop good working relationships with labor unions that may represent employees interests

Leadership

the ability to guide a group toward the achievement of goals -inspires, motivates, and directs activities to help achieve group or organizational goals

validity

the degree to which the test measures what it is supposed to measure -hitting the right spot

reliability

the degree to which the tool measures the same thing each time it is used -hitting the same spot every time

Path goal

theory of leadership suggesting subordinates will be motivated by a leader only to the extent they perceive this individual as helping them to attain valued goals.

2. training and development (HMR top 5)

training: focuses on teaching organizational members how to perform current jobs and help them acquire knowledge and skills they need to be effective performers development: focuses on building knowledge and skills of organizational members so they are prepared to take on new responsibilities and challenges

Lean in TED talk about gender

trait approach suggests that being male is the best way to be viewed as a leader. -success and liking are negatively correlated for women -success and liking is positive for men