LHRD FINAL Practice Questions
adapt the vision to the audience
When a leader articulates a vision, what is the first step they should take? adapt the vision to the audience use inclusive language develop one proposal to use with all audiences secure funding to support the vision
sensitive to
A challenge for the ethical leader is to be true to his or her values while being ______ his or her followers' values. derisive of sensitive to domineering toward complacent with
assimilation
A gradual blending of diverse cultures but requires the minority culture to give up their own values and traditions and adopt the dominant culture.
positive psychology
What field of study focuses on an individual's strengths with the objective of helping them thrive? organizational psychology philosophy positive psychology sociology
building credibility with followers
What is an outcome of a leader acting out the vision? modeling the steps to achieving the vision for followers exhibiting effective leadership skills for followers building credibility with followers creating camaraderie with followers
It reduces the defensiveness of the person you are addressing.
What is the benefit of using "I" language rather than "you" language when providing constructive feedback? It puts the blame on the leader and not the team member. It is inconsiderate to use "you" language. It reduces the defensiveness of the person you are addressing. It establishes a leadership role.
false
When a leader allows an out-group member to have a voice, she or he puts the out-group member at a disadvantage to the majority. True False
pluralism
people of all backgrounds can coexist without giving up their identities, customs, and traditions (like a salad)
Synergy
the group energy created from two or more people are working together, which creates an outcome that is different from and better than the sum of the individual contributions
feeling authentic and whole
which key component of the inclusion experience does this statement exemplify? (feeling involved and engaged, feeling respected and valued, feeling authentic and whole, feeling influential) "I let others know hey can be open with the group."
feeling influential
which key component of the inclusion experience does this statement exemplify? (feeling involved and engaged, feeling respected and valued, feeling authentic and whole, feeling influential) "I listen to others' perspectives"
feeling involved and engaged
which key component of the inclusion experience does this statement exemplify? (feeling involved and engaged, feeling respected and valued, feeling authentic and whole, feeling influential) "I make others feel like part of the team"
feeling respected and valued
which key component of the inclusion experience does this statement exemplify? (feeling involved and engaged, feeling respected and valued, feeling authentic and whole, feeling influential) "I treat others the way I want them to treat me."
End
According to James MacGregor Burns, there are three types of leadership values. ______ values describe the outcomes or end achievements. Ethical Modal End
secondary dimensions of diversity
geographic location, military and work experience, family status, income, religion, education, first language, organizational role and level, communication and work style
social loafers
group members who are inclined to goof off or work below their capacity
caring
the heart of ethics and ethical decision making; it is scarcely possible to be truly ethical and yet unconcerned with the welfare of others; this is because ethics is ultimately about good relations with other people
equity
the recognition of historic inequalities that have kept some groups, particularly racial minorities, from having the same access to programs, financial resources, and jobs as others
a picture, a change, values, a map, and a challenge
vision has 5 characteristics
to make the world more humane
What is the ultimate goal of ethical leadership? to make the world more humane to equally distribute power in the organization to increase employee happiness to achieve one's goals by any means necessary
true
When a leader creates structure, she has explicitly identified goals for the team. True False
be careful not to label them in a negative way
When leaders have identified out-group members in their team, they should ______. disengage with them to avoid confrontation be careful not to label them in a negative way increase their monitoring of the out-group members give them extra attention and withhold attention from other group members
using inclusive language
Which aspect of articulating a vision is key to enlisting the participation of followers? using inclusive language sharing a consistent version of the vision at all times focusing on making big changes appealing solely to rationale thought and not emotion
competition
Which conflict style is generally seen as a win-lose approach? accommodation compromise competition avoidance
Shore et. al
Who developed the Inclusion Framework? Shore et al. Loden Schutz Brewer
Loden
As set for by _____, the core dimensions of diversity include age, gender, race, mental and physical abilities, ethnicity, and sexual orientation
content and relationship
Conflict occurs on two levels: ____ and_____.
true
Highly cohesive groups have consistent membership. True False
true
Outliers have not always been eager to self-exclude. True False
Respect as a pillar of character
while we have no ethical duty to hold all people in high esteem, we should treat everyone with respect
support
"You've already learned so much, Agnes, despite this minor setback. You are going to figure this out" is an example of ______. reflection restatement paraphrasing support
differentiation, fractionation, and face-saving
3 practical communication approaches to resolving conflict
true
A person's need for control may vary. True False
Ursula Burns
First successive female CEO of a Fortune 500 company
barriers to embracing diversity and inclusion
ethnocentrism prejudice stereotypes privilege
Martin Seligman
positive psychologist
false
Cohesiveness has been associated with many negative outcomes in group dynamics. True False
true
If a low-performing individual refuses to change upon feedback, the leader must ask the individual to leave the group. True False
esteem- This relational conflict is a result of issues of esteem. When our esteem needs are not being met in relationship, we feel that others do not see us the way we want to be seen.
If an older coworker is upset that younger coworkers are not giving them respect for their experience and a younger coworker is upset that older coworkers are not giving them recognition for their new and innovative ideas, this may result in a conflict based on which issue? affiliation esteem content control
false
Implementing a vision is a quick and easy process for effective leaders. True False
true
In China, it is considered a norm to give carefully chosen gifts to those one is doing business with. True False
act as their own bosses
In Mary Kay Ash's multitiered marketing model, women engage in direct sales and ______. commit to meeting predefined goals create their own products establish their own companies act as their own bosses
true
In StrengthsFinder 2.0, Gallup reveals talents, which point to people's strengths. True False
provide structure clarify norms build cohesiveness promote standards of excellence
In establishing a constructive climate, leaders need to:
mental model
In leadership, a vision is a ______ of an ideal future state. visual representation depiction mental model description
It helps leaders know if they are on the right track.
In what way is a vision statement a map for leaders? It visually depicts how the company's vision differs from competitors' visions. It reflects followers' values. It helps leaders know if they are on the right track. It tracks in real time how close the company is to achieving its vision.
true
James MacGregor Burns is the scholar responsible for identifying the three kinds of leadership values. True False
true - Because the rules emerge out of people's interactions, they will determine whether the individuals can work together or not.
Psychologists argue that norms play the biggest role in whether a group will be effective. True False
true
Putting traits out in the open allows others to gauge one's behaviors and predict outcomes. True False
true
Reflection helps a speaker identify and describe his or her emotions. True False
true
Relational issues are inextricably bound to content issues. True False
diversity and inclusion explained by (Ferdman, 2014)
Representation of multiple groups of individuals with different identities and cultures within a group or organization
social identity
Research supports that people form a/an ______ and are drawn to those with the same ideas, behaviors, and perspectives. social identity perspective dynamism energy
melting pot
Select option melting pot pluralism assimilation multiculturalism A metaphor for a blending of many into one or a heterogeneous society becoming homogeneous.
transparent
Sharing one's traits allows him or her to appear more ______ to others. virtuous closed transparent thoughtful
commonplace
Since outliers are so ______, it is essential for leaders to know how to listen. commonplace infrequent difficult vague
Systems of Inclusion
Societal Organizational Leadership Group Interpersonal Individual Multilevel process centered on each individual's experience of inclusion. The influence of inclusion travels up and down the framework, across all levels.
Social Identity Theory- an explanation for why out-groups exist
Some individuals cannot identify with beliefs, norms, or values, and as a result do not embrace the dominant group's reality
true
Special relationships are initiated when leaders recognize out-groups and invite them to try a nonscripted role or challenge. True False
true
The Ethical Leadership Style Questionnaire will help individuals identify their own ethical leadership style. True False
diversity and inclusion explained by (Harrison and Sin, 2006)
The collective amount of differences among members within a social unit
true
The ideas, beliefs, and modes of action that people find worthwhile are called values. True False
true
The influence of inclusion can come from the top level down or the bottom level up. True False
False- This is an example of a substantive conflict. The owners are disagreeing on the substance of/how to reach a goal.
The owners of a small business strongly disagree about offering health-care benefits to part-time employees. This is an example of a procedural conflict. True False
using symbols
The text describes how the University of Michigan football team coaching staff used the book Into Thin Air to help accomplish team goals. When thinking of vision articulation, what is this an example of? using key performance indicators using metrics using the status quo using symbols
Bass
Vision is one of the four major factors of extraordinary leadership performance
values
Visions are grounded in ______. ideas goals values changes
Centre for Applied Positive Psychology (CAPP) and Realize Assessment
created a more dynamic model of strengths that emphasizes the changing nature of strengths. argued that strengths are more fluid than personality traits and can emerge over a lifetime through the different situations we experience. , the questionnaire it uses, assesses 60 strengths in relationship to three dimensions of energy, performance, and use.
Kouzes and Posner
created the Leadership Practices Inventory; claimed that rewarding results is one of the five major practices of exemplary leaders. They argued that a leader needs to recognize the contributions of group members and express appreciation for individual excellence.
Differentiation
defines the conflict and requires individuals to explain their positions •Focuses on individuals' differences rather than on similarities •Occurs in the early phases of conflict •Differentiation is useful because it: •Focuses the conflict •Gives credence to both parties' interest •Depersonalizes the conflict
Ferdman, Barrera, Allen, and Vuong (2009)
describe the individual inclusion experience "as the degree to which individuals feel safe, trusted, accepted, respected, supported, valued, fulfilled, engaged, and authentic in their working environment, both as individuals and as members of particular identity groups"
Method of Principled Negotiation
focuses on people, interests, options, and criteria
Content Conflicts
- Center on differences in beliefs and values, or goals - Belief conflicts occur when others' viewpoints are incompatible with our own. Ex.: PETA - Value conflicts occur when others' values are incompatible with our own. Ex.: Should a first-year college student own a car? - Goal conflicts occur where individuals have different goals.
Components of the Inclusion Experience
- Feeling safe - feeling involved and engaged - feeling respected and valued - feeling influential - feeling authentic and whole - recognizing, attending to, and honoring diversity identified by Ferdman et al.
Goal Conflicts
- Procedural Conflict= When individuals differ on how to reach a goal - Substantive Conflict= When individuals differ on what the goal should be Also known as "personality clashes" Center on issues of esteem, control, or affiliation Esteem is one of the major human needs: We desire to have an effect on our surroundings and to be seen as worthy of respect. When our esteem needs aren't met, we experience relational conflict. At the same time, others want their own esteem needs satisfied. If either party feels they are receiving insufficient validation, a clash develops. -Control issues are common in interpersonal conflict. Each of us desires to have an impact on others. Having control increases our feeling of potency and minimizes feelings of helplessness. When we see others hindering us or limiting our control, conflict often results. Each of us seeks different levels of control. Control needs may vary from one time to another. Ex.: conflict over what a college sophomore is going to do over Spring Break •Affiliation is the need to feel included in our relationships, to be liked and to receive affection (Schutz, 1966). •If our needs for closeness are not satisfied in our relationships, we experience feelings of conflict. •We each vary in our need for affiliation. •When others behave in ways that are incompatible with our own desires for warmth and affection, feelings of conflict emerge. •Ex.: football coach and one of his players •Relational issues are often bound to content issues during conflict.
(1) Listen (2) Show Empathy (3) Recognize their unique contributions (4) Help them feel included (5) create a special relationship with them (6) Give them a voice and empower them to act
6 main strategies for responding effectively to out-group members
Character of a leader
A leader with strong character is seen as a good and honorable human being. Character refers to the disposition and core values of the leader. Aristotle argued that a moral person demonstrates the virtues of courage, generosity, self-control, honesty, sociability, modesty, fairness, and justice. Character is something that is developed. Schools are including character education in curricula. There is a focus on training students to be good citizens.
conflict style
A patterned response or behavior that people use when approaching conflict can be called ______. conflict preference conflict management conflict approach conflict style
a natural ability; a learned ability
A strength is best described as ______, whereas a skill is best described as ______. neutral feature; positive feature relationship focused; task focused a natural ability; a learned ability an essential leadership trait; a nonessential leadership trait
accounts for successful performance
A strength is best described as an attribute that ______. is learned accounts for successful performance relates to a person's social skills is important but not directly observable
false- a constructive climate, not syllabus, refers to the feelings employees have about an organization.
A syllabus marks the way members of a team perceive an organization. True False
control- Collaboration is the most preferred conflict style but also the most difficult style to achieve. Collaboration requires energy, hard work, and shared control.
Collaboration is the most difficult conflict style to achieve because it requires energy, hard work, and shared ______. control efforts beliefs goals
True
According to Peter Senge, an "entrenched mental model" might limit a leader's ability to see new possibilities in their environments. True False
character
According to Resick, Hanges, Dickson, and Mitchelson (2006), Nordic European cultures place more importance on ______ than Middle Eastern cultures. competitiveness group accomplishments character expert power
affection
According to Schutz, in addition to wanting relational control, people need to feel included, liked, and to receive which of the following? recognition involvement affection admiration
six
According to the results of a questionnaire developed by Ferdman et al., there are ______ key components of the experience of inclusion. 10 three six two
cohesiveness
Akira has noticed that members of her team rarely speak in team meetings or make suggestions, even when she asks for them. They complete their assigned tasks but rarely go beyond that. This suggests that ______ is missing from Akira's team. standards of excellence structure groupthink cohesiveness
false
All cultures celebrate individualism. True False
a common good
An ethical leader encourages others to take action in support of ______. a common good collaboration personal advancement being more efficient
false- . Out-groups form sometimes to get the attention of the leader, but out-groups in general can impact the majority in detrimental ways. A leader has to work to resolve them.
An out-group impacts a majority insubstantially. True False
discriminated against
An out-group member is most likely to report being ______. given a high level of autonomy assigned challenging projects discriminated against overrelied on at work
false
Bribery is one of the Six Pillars of Character. True False
false
Constructive feedback is mean-spirited and paternalistic. True False
procedural conflict
Differences between individuals with regard to the approach they wish to take in attempting to reach a goal.
content conflict
Differences between leaders and others who differ on issues such as policies and procedures.
substantive conflict
Differences regarding the substance of the goal itself or what the goal should be.
relational conflict
Differences we feel between ourselves and others concerning how we relate to each other.
true
Different rules of conduct enable different cultures and countries to behave in ways that another culture and country may deem inappropriate or unethical. True False
multiculturalism
Diversity in society.
Diversity v. Inclusion
Diversity is about being invited to the party; inclusion is about being asked to dance
true
Effective leaders are able to guide the behavior of their followers through the creation of compelling visions. True False
exclusion quadrant
Ellen has worked at her company for many years; however, she does not feel a part of the group. She feels her manager and coworkers do not appreciate her and leave her out most of the time. She feels like she does not belong, and in turn, she comes to work and only does the minimum she needs to do to get by. Ellen belongs to which quadrant of the Inclusion Framework? exclusion quadrant inclusion quadrant differentiation quadrant assimilation quadrant
Values in Action (VIA) and the Inventory of Strengths
Engaged in a project to develop a framework for the field of positive psychology that defined and conceptualized character strengths. They identified six universal core virtues: courage, justice, humanity, temperance, transcendence, and wisdom. The VIA includes 24 strengths organized under these 6 basic virtues. The strengths identified by the StrengthsFinder are more closely tied to the workplace and helping individuals perform better, while VIA strengths are focused more directly on a person's character and how they can become more virtuous.
Inclusion Framework
Exclusion= individual is not treated as an organizational insider with unique value in the work group, but there are other employees or groups who are insiders (low belongingness and low value in uniqueness) Differentiation= individual is not treated as an organizational insider in the work group, but his unique characteristics are seen as valuable and required for group success (low belongingness, and high value in uniqueness) Assimilation= individual is treated as an insider in the work group when he conforms to the organizational culture norms and downplays uniqueness (high belongingness, low value in uniqueness) Inclusion= individual is treated as an insider and allowed/encouraged to retain uniqueness within the work group (high belongingness, high value in uniqueness) developed by Shore and colleagues (2011)
Expectancy Theory
First step in motivation process is to let workers know they are competent in their work. Motivation builds when people know they are able to do the job.
evolved
Harvey's research identified three periods to describe how approaches to diversity in the workplace have ______. increased improved declined evolved
the goals didn't justify the means
How did the events at Abu Ghraib raise ethical issues? The goals did not justify the means. Soldiers were justified in their actions in order to retrieve information. Ethics were not a concern because it was a military matter. Prisoners were given too much power.
providing structure- Jessica is unclear about where she fits in at the company and what her overall role is. This lack of clarity can occur when there is a lack of structure.
Jessica has been working at her company for one year. At her annual performance review, Jessica admit that she is unclear about how her efforts contribute to the company's goals. This indicates that what element of a constructive climate is missing from this company? building cohesiveness providing structure promoting standards of excellence clarifying norms
relationship
Julia's supervisor stops by her office and tells her to not take personal calls at work. What dimension of communication will determine how Julia interprets this message? relationship personal content intrapersonal
listening to podcasts about problem solving to increase her knowledge
Keshon wants to gain more opportunities at work to develop her strength of problem solving. Which action is most likely to help promote her as a problem solver to her colleagues the fastest? listening to podcasts about problem solving to increase her knowledge adding problem solving as a skill on her LinkedIn profile listing her strengths, including problem solving, in her email signature including problem solving as a skill on her resume
true
LaFasto and Larson (2001) studied 600 leaders and 6,000 team members to reveal several standards of excellence that would affect performance. True False
true
Larson and LaFasto (1989) have asserted that leaders who create constructive climates enable their teams to excel. True False
true
Lead with your strengths, not what you wish to have as strong suits. True False
false
Leaders do not have to concern themselves with the common good. True False
False
Leaders know the value of silencing the malcontents of a group. True False
false
Leaders who grew up never telling a lie will make the best leaders in society. True False
Kouzes and Posner (2003)
Leadership Practices Instrument identifies vision as one of the five practices of exemplary leadership.
true
Like service to others, ethical leaders treat others with fair equanimity, aligning themselves with justice. True False
true
Low-performing group members hinder a group's productivity when their behaviors are not addressed. True False
true
Margo Miller, nurse at Central High School, was a leader who initiated special relationships with out-group members and invited them to accept new challenges. True False
differentiation
Mark is hired as part of a diversity initiative at his company. He fluently speaks the same language as a quickly growing percentage of the people the company services. However, when decisions are being made regarding these customers, Mark is never included or even asked for input. His coworkers do not make any efforts to reach out to him. As a result, Mark does not feel like he is really part of the organization, they just value his ability to speak a different language. What is this an example of? differentiation inclusion exclusion assimilation
false- Millennials and non-Millennials (Boomers, and Gen-Xers) view many things differently. Millennials value the unique experiences of people, teams, and collaborations rather than as issues of justness.
Non-Millennials are less likely than Millennials to value the individual experiences of people, teams, and collaborations rather than issues of justness. True False
behavior
One of the most effective ways in which a leader establishes the organization's ethical climate through their ______. position of authority time at the organization behavior display of strengths
Schutz [1966] research on interpersonal need for inclusion
Out-group members do not feel as if they belong and need to feel included
patterns
Over time, the members of an organization have developed ______ as a result of coping with the organization's challenges and coordinating resolutions that work for them. trademarks tasks misfires patterns
true
People look at those people who do not identify with the larger group within an organization as "troublemakers." True False
Brewer (1991) view on Inclusion
People need to be included but also differentiate themselves from the group argued that individuals have two opposing needs in regard to being a part of a group. First, they have a desire to assimilate and be included; second, they have a need to differentiate themselves from the group.
pluralism
People of all racial groups, classes, religions, and backgrounds coexisting in society without giving up their identities, customs, or traditions.
diversity and inclusion explained by (Herring and Henderson, 2015)
Policies and practices that are designed to include people who are different in some way from the traditional group members
Fisher and Ury's Principle 2: Focus on Interests, not Positions
Positions represent our stand or perspective in a particular conflict. Interests represent what is behind our positions. Interests often relate to basic human concerns such as belonging, recognition, control, economic well-being, etc. Concentrating on interests helps opposing parties address the "real" conflict. Ex.: class attendance policy
helps people view the issue in an unbiased way
Principle 4, using objective criteria, helps people resolve conflicts because it ______. helps people view the issue in an unbiased way helps people determine the central issue(s) in the conflict applies pressure to both parties to resolve the conflict leads to a quick resolution of the conflict
true
Principled negotiation aims to solve conflicts in fair way for both sides, where no one party is taken advantage of. True False
sharing a personal story related to the topic
Which is a technique for demonstrating empathy? agreeing with everything a person says sharing a personal story related to the topic interrupting the person speaking to ask questions paraphrasing what the other person said
feeling influential
Which key component of the inclusion experience is most closely exemplified by the leadership action (- Feeling safe, feeling involved and engaged, feeling respected and valued, feeling influential, feeling authentic and whole, recognizing, attending to, and honoring diversity): followers are able to participate in decisions and they feel their ideas are heard
feeling authentic and whole
Which key component of the inclusion experience is most closely exemplified by the leadership action (- Feeling safe, feeling involved and engaged, feeling respected and valued, feeling influential, feeling authentic and whole, recognizing, attending to, and honoring diversity): individuals feel free to be honest and transparent
feeling safe
Which key component of the inclusion experience is most closely exemplified by the leadership action (- Feeling safe, feeling involved and engaged, feeling respected and valued, feeling influential, feeling authentic and whole, recognizing, attending to, and honoring diversity): individuals know they will not be hurt, ridiculed, or criticized for expressing ideas that differ from those of others
feeling involved and engaged
Which key component of the inclusion experience is most closely exemplified by the leadership action (- Feeling safe, feeling involved and engaged, feeling respected and valued, feeling influential, feeling authentic and whole, recognizing, attending to, and honoring diversity): leaders share information freely and treat followers like insiders
differentiation quadrant
Which of the following Inclusion Framework quadrants represents a low level of belongingness and a high value in uniqueness? Differentiation quadrant Inclusion quadrant Exclusion quadrant Assimilation quadrant
helping employees achieve their personal best
Which of the following is a focus of constructive climates? providing hands-off management helping employee's achieve their personal bests driving innovation and growth engaging in shared decision making with employees
adapt the vision to their audience
Which of the following is a way leaders can improve how they communicate their vision? avoid using motivational words and symbols adapt the vision to their audience emphasize the vision's extrinsic value use exclusive language when describing the vision
brainstorming new solutions
Which of the following is characteristic of Principle 3 of principled negotiation? viewing conflict as a win-lose situation brainstorming new solutions identifying the other party's weaknesses defining objective criteria to evaluate the situation
talent
Which of the following is the basis for strengths? talent personality intelligence skill
pluralism
Which of the following terms describes the idea that people of all racial identities, classes, religions, and backgrounds can coexist in one society or community without relinquishing their individual identities, customs or traditions? inclusion equity equality pluralism
we and our
Which of the following word pairs is indicative of inclusive language? I and you us and them he and she we and our
Dhvani, who builds teams based in employees' individual strengths.
Which person's behavior is most likely to promote inclusion in the workplace? Nate, who tells staff that they should focus on getting work done and not complaining. Dhvani, who builds teams based in employees' individual strengths. Mike, who typically asks two of the ten employees on his team for their feedback. Evelyn, who frequently interrupts employees in staff meetings.
inclusion
Which quadrant of the Inclusion Framework best exemplifies the statement (exclusion, inclusion, differentiation, assimilation) The individual feels like an insider and feels valuable
assimilation
Which quadrant of the Inclusion Framework best exemplifies the statement (exclusion, inclusion, differentiation, assimilation) The individual feels like an insider, but only if they conform
exclusion
Which quadrant of the Inclusion Framework best exemplifies the statement (exclusion, inclusion, differentiation, assimilation) The individual feels like an outsider and is not valued
differentiation
Which quadrant of the Inclusion Framework best exemplifies the statement (exclusion, inclusion, differentiation, assimilation) The individual feels like an outsider, but their unique skills/characteristics make them valuable
Jorge's supervisor undermines his authority at a team meeting.
Which scenario depicts a relationship conflict? Peter and Olivia want to increase employee engagement but disagree about how to achieve this. Marta and David disagree about who to include in an upcoming meeting. Jorge's supervisor undermines his authority at a team meeting. Trina and Louis have differing ideas about who to select to oversee the financial planning committee.
Members of each group are likely to share some opinions and beliefs.
Which statement about in-groups and out-groups is true? Members in out-groups tends to have stronger opinions than those in in-groups. The members of each group share a majority of opinions and beliefs. Members of each group are likely to share some opinions and beliefs. There is no overlap in the opinions and beliefs of members of each group.
Neither party is fully satisfied with the solution.
Which statement about using the compromise approach to resolve conflicts is true? Both parties feel the result is worse than the starting point. Both parties are fully satisfied with the solution. One party is satisfied with the solution, and the other is not. Neither party is fully satisfied with the solution.
Conger and Kanungo
Who said "vision is key to organizational change"
It was inspiring and described a future worth striving for
Why is Martin Luther King Jr.'s "I Have a Dream" speech considered visionary? It was inspirational. It condemned racism and injustice. It was heard across the world. It was inspiring and described a future worth striving for.
addressing your weaknesses
Willie owns his own consulting business. He is very intelligent and able to connect with his clients in a meaningful way. He has a significant amount of repeat business but finds he struggles to track the hours he works, which has resulted in underbilling for his services. Recognizing this, Willie hires an administrative assistant who tracks the details and oversees invoicing. This scenario best represents ______. addressing your weaknesses identifying your underutilized strengths fostering a positive strengths-based environment identifying your strengths
James MacGregor Burns; ethical values= kindness, altruism; concerned with the character or virtuousness of the leader modal values= responsibility and accountability; concerned with the means or actions of a leader end values= justice and community; describes the outcomes or goals a leader seeks to achieve.
____ suggested that there are 3 kinds of leadership values: ___, ____, and ____.
realized strengths
_____ are one's strongest attributes. Realized strengths Unrealized strengths Potential strengths Weaknesses
The Josephson Institute (2008)
_____ has identified six dimensions/pillars of character: Trustworthiness Respect Responsibility Fairness Caring Citizenship
French and Raven (1959); referent power expert power legitimate power reward power coercive power
_____ identified 5 common and important bases of power:
Climate
_____ refers to the atmosphere of a team or an organization.
unrealized strengths
______ are less visible, and they help one meet his or her goals. Unrealized strengths Weaknesses Potential strengths Realized strengths
Boomers and Gen-Xers
______ see diversity as a process of fairness and protection for all group members regardless of gender, race, religion, ethnicity, or sexual orientation.
Donald O. Clifton
______ spearheaded Gallup research studies on people's strengths. Mickey Rooney Donald K. Smith Donald Trump Donald O. Clifton
Millenials
_______ see diversity as the mixing of different backgrounds and perspectives within a group
StrengthsFinder
a 177-item questionnaire that identifies areas where you have the greatest potential to develop strengths. Researchers developed a configuration that included four domains of leadership strength; executing, influencing, relationship building, and strategic thinking. Effective teams possess broad groupings of strengths and work best when all four domains of leadership strength are represented on their teams.
Wilmot and Hocker (2011) definition of conflict
a felt struggle between two or more interdependent individuals over perceived incompatible differences in beliefs, values, and goals, or over differences in desires for control, status, and connectedness.
primary dimensions of diversity
age, gender, race, mental and physical abilities, ethnicity, sexual orientation
Early Era of Diversity (1960s-70s)
diversity in America was described as a "melting pot", a metaphor for a blending of many into one, or a heterogeneous society becoming homogeneous where people were expected to assimilate and blend in with the dominant culture. Assimilation meant they would be required to give up many or all of their own cultural values and/or traditions. government address inequalities a time when the federal government passed a series of landmark equal employment opportunity laws
responsibility as a pillar of character
ethical people show responsibility by being accountable, pursuing excellence, and exercising self-restraint; they exhibit the ability to respond to expectations
character, actions, goals, honesty, power, and values
factors of ethical leadership
LaFasto and Larson (2001)
identified several ways that leaders can influence performance and promote standards of excellence •Require results •Review results •Reward results •Based on studies of more than 600 team leaders and 6,000 team members
fairness
implies adherence to a balanced standard of justice without relevance to one's own feelings or indications
Era of Valuing Diversity (1980s-90s)
included more dimensions than race and gender recognized that diversity has positive outcomes for organizations Multicultural approach acknowledges and accepts differences. there was an emphasis on pluralism, the idea that people of all backgrounds could coexist in society without having to assimilate (like a salad) people recognized the advantages of accepting differences emphasis is placed on the acceptance and celebration of differences
Gallup Organization
initiated a massive study that included interviews of over two million people to describe what's right with people. discovered 34 themes or patterns of what makes individuals perform at a high level. identified themes of human talent, not strengths. The equation for developing a strength is talent times investment. Talents are not strengths, but they provide the basis for developing strengths when they are coupled with knowledge, skills, and practice.
study by Deloitte and the Billie Jean King Leadership Initiative (Dishman, 2015)
of 3,700 individuals from a variety of backgrounds, Millennials (born 1980-2000) define diversity differently than Boomers (born 1946-1964) and Gen-Xers (born 1965-1979). Millennials look at diversity as the mixing of different backgrounds and perspectives within a group. Boomers and Gen-Xers, on the other hand, see diversity as a process of fairness and protection fo r all group members, regardless of gender, race, religion, ethnicity, or sexual orientation. Millennials are more likely than non-Millennials to focus on the unique experiences of individuals, teamwork, and collaboration rather than issues of justness.
Schutz (1958)
posited that inclusion (along with control and affection) is a basic human need that people experience in their interpersonal relationships; It is our need to belong, feel accepted, and be connected to others, but not to the extent that we lose a sense of ourselves as unique individuals.
The Pew Research Center (2018)
reports that Gen-Zers (born after 2000) are the most racially and ethnically diverse group yet in the United States; almost 48% come from communities of color. Gen-Zers are expected to have a more inclusive perspective on diversity in the workplace because they have been exposed to different racial groups and cultures at a younger age
avoidance, competition, accommodation, compromise, and collaboration
researchers have found that people approach conflict using 5 styles
Loehr and Schwartz (2001)
stress that people are a "mission-specific species" and their goal should be to mobilize their sources of energy to accomplish their intended mission.
Covey
suggested that vision is one of seven habits of highly effective people. He argued that effective people "begin with the end in mind" (p. 42); that they have a deep understanding of their goals, values, and mission in life; and that this understanding is the basis for [Page 162]everything they do
equality
the aim to ensure that all people receive like resources, access to education, health care, jobs, and treatment from the very beginning
citizenship
the good citizen gives more than she takes, doing more than her "fair" share to make society work, now and for future generations; citizenship includes civic virtues and duties that prescribe how we ought to behave as part of a community
Trust as a pillar of character
the most complicated of the 6 core ethical values and concerns a variety of qualities like honesty, integrity, reliability, and loyalty
inclusion
the process of incorporating differing individuals into a group or organization
Kilmann and Thomas Conflict Styles
•A conflict style is a patterned response that people use when approaching conflict. •Conflict styles vary along two dimensions: assertiveness and cooperativeness. •Assertiveness refers to attempts to satisfy one's own concerns •Cooperativeness represents attempts to satisfy the concerns of others •The Thomas-Kilmann model identifies five conflict styles. - Avoiding (Uncooperative/Unassertive) - Competing (uncooperative/assertive) - Accommodating (cooperative/unassertive) - Collaborating (cooperative/assertive) -Compromising (equal mix of cooperativeness and assertiveness) •A person's individual style is usually a combination of these five different styles.
prejudice
•A largely fixed attitude, belief, or emotion held by an individual about another individual or group that is based on faulty or unsubstantiated data •Applies to all dimensions of culture, not just race and gender •Can be positive but is usually negative •We all hold prejudices to some degree. •Leaders need to recognize their own prejudices as well as those of followers.
Kilmann and Thomas Competition Style Compromise (Conflict)
•Advantages of the style: •Requires attending to one's goals as well as others' •Works best when other styles have failed or aren't suitable •Can force an equal power balance between parties •Disadvantages of the style: •Doesn't go far enough in resolving conflict •Can become as easy way out •Neither side may be completely satisfied
Kilmann and Thomas Avoidance Style (Conflict)
•Advantages of the style: •When an issue is trivial •When potential damage from the conflict would be too great •Can provide a cooling-off period •Disadvantages of the style: •Usually counterproductive, leads to stress and further conflict •Static approach, does nothing to solve problems
privilege
•Age, race, ethnicity, gender, class or other cultural dimension, which gives those who have it power over those who don't •people who have it have political, economic, and social power over the poor who lack opportunities to transcend their circumstances. • barrier to inclusion. •Because leadership involves a power differential between the leader and followers, leaders can often be blinded to the privilege they have. • people with it are often unaware of how that privilege makes their lives different than those without privilege.
Fisher and Ury Principle 1: Separate the People from the Problem
•Conflicts have a people factor and a problem factor that need to be separated. •This is not easy, because they are entangled. •By separating them we are able to recognize the other's uniqueness and needs. •It enables us to be attentive to our relationships and work together to mutually confront the problem.
Face Saving
•Consists of messages that individuals express to each other to maintain their positive self-images during a conflict. •Allows a person to acknowledge the other's point of view without offending them. •Makes conflicts less threatening and helps participants feel they have handled themselves appropriately.
Kilmann and Thomas Competition Style Competition (Conflict)
•Essentially a win-lose approach •Advantages of the style: •Useful when quick, decisive action is needed •Can generate creativity •Challenges participants to make their best efforts •Disadvantages of the style: •Results in a winner and a loser •May create an unstable situation and hostile communication •Is essentially disconfirming, failing to recognize the needs of others
Stereotypes
•Fixed belief held by an individual that classifies a group of people with a similar characteristic as alike. are mental shortcuts, but can also "overgeneralize" and create labels for individuals and groups. •Can reduce uncertainty by providing partial information to us about others (Ex. Sports shirts = fans). •prevent leaders from seeing each individual's unique merits and qualifications.
Fisher and Ury's Principle 3: Invent Options for Mutual Gains
•Humans naturally see conflict as an either-or proposition; we either win or lose. •This principle frames conflict as a win-win. •Parties need to brainstorm and search hard for creative solutions to conflict. •Where do parties' interests overlap? •By being sensitive to others' interests we can make it easier for them to be satisfied.
Kilmann and Thomas Competition Style Collaboration (Conflict)
•Ideal style because it confronts conflict and then uses it to produce positive outcomes •Advantages of the style: •Both sides win •Communication is satisfying •Relationships are strengthened •Negotiated solutions are more cost effective in the long run •Disadvantages of the style: •Demands energy, hard work, and shared control •Takes time to identify areas of agreement and select mutually satisfying solutions
Kilmann and Thomas Competition Style Accomodation (Conflict)
•Individuals confront problems by deferring to others. •Advantages of the style: •Allows people to move away from uncomfortable feelings aroused by conflict •Can work when the issue is more important to one party than another or if harmony in the relationship is the most important goal •Disadvantages of the style: •In effect, it is a lose-win strategy •The accommodator sacrifices his or her own values and goals to maintain smooth relationships •Need for harmony may override the need to find an optimal solution
Diversity management and inclusion in the 21st century (2000-present)
•Inequities between different individuals and groups remain unresolved. •Emphasis on creating inclusive organizations (integration) •Acknowledgement of people's multiple social identities •People feel they're on the same team because of their differences. •Metaphor: Smorgasbord different opinions and insights are valued emphasis is placed on creating inclusive organizations
•Leader-Member Exchange (LMX) Theory (Graen and Uhl-Bien, 1995)
•Leaders should create a special, high-quality relationship with each one of their followers. •This results in out-group members becoming a part of the group.
Fisher and Ury's Principle 4: Insist on Using Objective Criteria
•Objective criteria help parties view conflict with an unbiased lens. •Objective criteria can take many forms: •Precedent= reviews how the issue has been previously resolved •Professional standards= •What a court would decide •Moral standards= ncludes ethical considerations •Tradition= looks at established practices or customs in considering a conflict •Scientific judgment= considers facts and evidence •Ex.: salary negotiation
Fisher and Ury Approach to Conflict
•Principled negotiation emphasizes deciding issues on their merits rather than through competitive haggling or excessive accommodation. •Four principles focus on basic elements of negotiation: people, interests, options, and criteria.
ethnocentrism
•Tendency for individuals to place their own group at the center of their observations of others and the world •Perceptual window through which people make subjective or critical evaluations of people from cultures others than their own •Can prevent people from fully understanding the perspective of others Leaders must recognize their own ethnocentrism
Fractionation
•a technique of breaking down large conflicts into smaller, more manageable pieces. •Helpful because: •It reduces the conflict by paring it down to a smaller, less-complex conflict. •It gives focus to the conflict. •It facilitates a better working relationship between participants in the conflict.
Legitimate power
•associated with having status or formal job authority. •Ex.: a judge presiding over a court case
referent power
•based on follower's identification and liking for the leader. •Ex.: a college professor who is highly admired by students
expert power
•based on the followers' perceptions of the leader's competence. •Ex.: a person with strong knowledge about a software program
Xerox
•became involved in diversity and inclusion efforts in 1964. •established a company-wide commitment to recruiting and retaining a diverse workforce. •Black caucuses met outside of work to support one another and address the limited advancement opportunities for African-American employees. •adopted this model and now has minority caucus groups for multiple social groups. •By 1991 ethnic minorities comprised 25.7% of this workforce, but women still underrepresented. •From women's caucus groups they learned that rigid work shifts made it difficult for women who were also primary caregivers to their children to work in manufacturing. •Today females comprise 30% of company's vice presidents, and 36% of employees overall. •Diversity has allowed them to successfully shift to new markets.
Coercive power
•derived from being able to punish or penalize others. •Ex.: a professor who can lower a student's grade for missing class
Reward power
•derived from having the capacity to provide benefits to others. •Ex.: a supervisor who can give bonuses to employees
Meg Whitman
•took over a company in HP that was described as a complete mess. •Graduate of Princeton and Harvard universities. •Took eBay from $86 million in sales to $7.7 billion a decade later.
