MGT 320 test 2
Credibility
Ability to engender trust in others
Creative intelligence
Ability to produce novel and useful work Tests of creativity Tests that assess divergent thinking have many possible answers, and tests that assess convergent thinking have one single best answer
Effective communication
Ability to transmit and receive information with a high probability that the intended message is passed from sender to receiver
Research has identified biases that affect our moral decision-making Conflicts of interest
Adversely impact ethical judgments and bias one's perceptions of situations
Intrapersonal skills Interpersonal skills Leadership skills Business skills
All organizational competency models fall into one of the following categories
Aggression:
Attaining objectives by attacking or hurting others
Acquiescence
Avoiding interpersonal conflict entirely either by giving up and giving in or by expressing one's needs in an apologetic, self-effacing way
Advantageous comparison
Avoiding self-contempt for one's behavior by comparing it to even more heinous behavior by others
Dehumanization
Avoiding the consequences of one's behavior by dehumanizing those who are affected
Kidder identified the following common ethical dilemmas: Short-term versus long-term
Balancing spending time with family against making career investments for future benefits
Values
Constructs representing generalized behaviors or states of affairs that are considered by the individual to be important Play a central role in one's overall psychological makeup and can affect behavior in different situations
Kidder identified the following common ethical dilemmas:Justice versus mercy
Deciding whether to excuse a person's misbehaviour because of extenuating circumstances or a conviction that he or she has learned a lesson
Active listening improves understanding and visibly demonstrates respect toward the speaker Can be improved in the following ways
Demonstrating nonverbally that you are listening Actively interpreting the sender's message Attending to the sender's nonverbal behavior Avoiding defensive behavior
Terminal values
Desired end states, such as family security or social recognition
Leaders can improve their communication skills through the following means
Determining the purpose of the communication Choosing an appropriate context and medium for the message Sending clear verbal and nonverbal signals Actively ensuring that others understand the message
Competencies required to drive community change efforts successfully building social capital
Developing and maintaining relationships
Euphemistic labeling
Disguising morally distasteful behavior with cosmetic words
Research has identified biases that affect our moral decision-making In-group favoritism:
Doing acts of kindness and favors for those who are like us
Kidder offers the following principles for resolving ethical dilemmas: Care-based thinking
Doing what one wants others to do to him or her Similar to the Golden Rule of conduct common in many world religions
Kidder offers the following principles for resolving ethical dilemmas: Ends-based thinking
Doing what's best for the greatest number of people Known as utilitarianism
Competencies required to drive community change efforts successfully Mobilization
Engaging a critical mass to take action and achieve a specific outcome or a set of outcomes
Building credibility Communication Listening Assertiveness Conducting meetings Effective stress management Problem solving Improving creativity
Every leader should be equipped with the following skills:
Diffusion of responsibility
Excusing one's own reprehensible behavior because others are behaving in the same way
Term is attributed to Peter Salovey and John Mayer Ability model:
Focuses on how emotions affect the way leaders think, decide, plan, and act Defines emotional intelligence as the ability to: Accurately perceive one's own and others' emotions Generate emotions to facilitate thought and action Accurately understand the causes of emotions and the meanings they convey Regulate one's emotions
Kidder offers the following principles for resolving ethical dilemmas: Rule-based thinking
Following the highest principle or duty Consistent with Kantian philosophy
Fronts" of leadership action required to create an ethical climate
Formal ethics policies and procedures Core ideology Integrity Structural reinforcement Process focus
Types of intelligence Analytic intelligence
General problem-solving ability
Listening
Good leaders and followers recognize the value of two-way communication Listening to others is just as important to effective communication as expressing oneself clearly Leaders are only as good as the information they have, which usually comes from watching and listening to what is going on around them The best listeners are active listeners Passive listeners are not focused on understanding the speaker
Nominal group technique
Group members write down ideas on individual slips of paper, which are later transferred to a whiteboard or flipchart for the entire group to work with
Monitoring stress levels of oneself and one's followers Identifying the cause of stress Practicing a healthy lifestyle Learning how to relax Developing supportive relationships Keeping things in perspective Applying the A-B-C Model to change self-talk A: Triggering event B: Your thinking C: Feelings and behaviors
Guidelines for effective stress management
Types of 360-degree feedback processes Competency-based 360-degree questionnaires
Help organizations: Identify the behaviors leaders need to exhibit, and build questionnaires that reflect these behaviors Administer the questionnaires to target individuals, and generate feedback reports that reflect the consolidated rating results
The O C E A N model is useful in the following ways
Helps leadership researchers categorize findings of the personality and leadership performance research Helps in profiling leaders Seems to be universally applicable across cultures
Kidder identified the following common ethical dilemmas: Truth versus loyalty
Honestly answering a question that may compromise real or implied promise of confidentiality to others
Steps for Effective Problem Solving
Identify problems or opportunities for improvement to ensure that the task is clear Analyze the causes of the problem using cause-and-effect diagram and force field analysis Develop alternative solutions using procedures such as the nominal group technique Select and implement the best solution based on established criteria Assess the impact of the solution using measurable criteria of success
Attribution of blame
Justifying one's immoral behavior by claiming it was caused by someone else's actions
Ways in which people with firm moral principles may behave badly without feeling guilt or remorse over their behavior Moral justification
Justifying otherwise immoral behavior in terms of a higher purpose
Intelligence and Stress: Cognitive Resources Theory Provides a conceptual scheme for explaining how leader behavior changes under stress levels to impact group performance Key concepts of C R T
Key concepts of C R T: Intelligence, experience, stress, and group performance Predictions Greater experience but lower intelligence may account for higher-performing groups in high-stress conditions Leaders with high levels of experience may misapply old solutions when situations require creative solutions
Practical intelligence
Knowing how things get done and how to do them
Leaders are grouped in four quadrants in the credibility matrix Fourth quadrant
Leaders are promoted from among peers or transferred from another department within the company The former may need to develop leadership knowledge or skills and the latter technical competence if they wish to increase their credibility
Leaders are grouped in four quadrants in the credibility matrix Second quadrant
Leaders do not follow through with commitments, are new to the firm, or have not invested time in building relationships with followers
Expertise and Trust: Credibility Matrix Leaders are grouped in four quadrants in the credibility matrix First quadrant
Leaders have high levels of expertise and trust Likely to be seen by others as highly credible
Leaders are grouped in four quadrants in the credibility matrix Third quadrant:
Leaders may be new college hires or new to the industry Lack technical competence, organizational or industry knowledge, or time to build relationships with coworkers
Upward ethical leadership
Leadership behavior enacted by individuals who take action to maintain ethical standards in the face of questionable moral behaviors by higher-ups
Moral manager
Makes ethics an explicit part of the leadership agenda by communicating messages of ethics and values and by modeling ethical behavior
Disregard or distortion of consequences
Minimizing the actual harm caused by one's behavior
Instrumental values
Modes of behavior, such as being helpful or being responsible
Dual-process theory of moral judgment
Moral judgments dealing with rights or duties are made by automatic emotional responses while those made on a more utilitarian basis are made more cognitively
Components of moral potency
Moral ownership Moral courage Moral efficacy
Abilene paradox
Occurs when someone suggests that the group engage in a particular activity or course of action but no one in the group really wants to do the activity, and this feeling is expressed only after the activity is completed
Research has identified biases that affect our moral decision-making Overclaiming credit
Overrating the quality of one's own work and contributions
The Forer effect
People tend to give high accuracy ratings to descriptive statements that are personally flattering but so vague that they could apply to virtually anyone
Moral person
Principled decision-maker who cares about people and the broader society
Stress
Process by which one perceives and responds to situations that challenge or threaten him or her Responses may include: Increased levels of emotional arousal Changes in physiological symptoms Increased perspiration, heart rate, cholesterol level, or blood pressure
Moral reasoning
Process used by leaders to make decisions about ethical and unethical behaviors
Kidder identified the following common ethical dilemmas: Individual versus community
Protecting the confidentiality of someone's medical condition when the condition itself may pose a threat to the larger community
Emotional Intelligence
Provides a broader and more comprehensive definition of emotional intelligence than the ability model because it includes more leadership qualities More popular among human resource professionals than the ability model but is no more predictive of job performance than O C E A N assessments
Personality has two meanings
Public reputation, or the impression a person makes on others Identity, or how people see or define themselves
Communication breakdowns Causes
Purpose of the message was unclear Leader's or follower's verbal and nonverbal behaviors were inconsistent Message was not heard by the receiver or the message may be misinterpreted Often lead to blaming someone else for the problem Communication model can minimize conflict associated with communication breakdowns
Vision Empathy Consistency Integrity
Qualities of leadership that engender trust
Process of building a team of volunteers to accomplish an important community outcome
Represents an alternative conceptualization of leadership behavior Community leaders do not have position power and have fewer resources and rewards
Research has identified biases that affect our moral decision-making Implicit prejudice
Subconscious prejudices that affect one's decisions without him or her being aware of them
Verbal 360-degree technique
Superiors, peers, and direct reports are asked to share a target individual's strengths and areas of improvement as a leader in phone or face-to-face interviews
Types of 360-degree feedback processes Leadership versatility approach
Superiors, peers, and direct reports provide ratings on the extent to which target individuals demonstrate strategic, operations, enabling, or forcing leadership behavior
Allows people to see connections between models Makes predictions about the ease or difficulty of changing leadership behaviors and skills Points out what behaviors leaders must exhibit to be effective
The Hogan and Warrenfelz domain model of leadership
Shows where leaders should spend time, what behaviors they need to exhibit, and what challenges are likely at different organizational levels Offers a roadmap for individuals wanting to occupy the top leadership positions in any organization Provides potential explanations for why some people fail to advance
The Leadership Pipeline Model
Problematic issues concerning C R T
There is apparent dichotomy between intelligence and experience Ability of leaders to tolerate stress differs
Improving creativity
Thinking in terms of analogies Putting an idea or a problem into a picture rather than into words
Ways to behave more assertively
Use "I" statements Ask for help when required Learn to say no to others Monitor one's inner dialogue Be persistent without becoming irritated, angry, or loud
To improve the group and organizational factors affecting creativity, leaders should be mindful that
Various sorts of incentives or rewards can have various effects on creativity Creativity can be hindered if ideas will be evaluated In order to develop new products and services, the level of turnover should be low and goals should be clear
Displacement or diffusion of responsibility
Violating personal moral standards by attributing responsibility to others
Traits
are recurring regularities or trends in a person's behavior
Leaders with high levels of credibility
are seen as trustworthy Tend to have a strong sense of right and wrong
Principle-centered leadership
asserts a fundamental interdependence between the personal, interpersonal, managerial, and organizational levels of leadership Interdependence between the levels posited in principle-centered leadership is similar to the conceptualizations of authentic leadership
McGregor's styles of managerial behavior on the basis of people's implicit attitudes about human nature Theory Y
asserts that most people are intrinsically motivated by their work
McGregor's styles of managerial behavior on the basis of people's implicit attitudes about human nature Theory X
asserts that most people need extrinsic motivation because they are not naturally motivated to work
Assertive behavior and assertiveness skills are composed of
behavioral, knowledge or judgment, and evaluative components Individuals exhibiting assertive behavior are able to stand up for their own rights, or their group's rights, in a way that also recognizes the concurrent right of others to do the same
Organizational levels and competency models can help leaders determine the specific types of behaviors required to
build teams and get results through others for the position in question
Profiles leader behavior on two dimensions
concern for people and concern for production Concern" reflects how a leader's underlying assumptions about people at work and the importance of the bottom line affect leadership style
Some cultural, racial, and gender issues are associated with 360-degree feedback, and practitioners should be aware of these issues before implementing any 360-degree feedback process May be affected by the
contagion effect or rater bias
In ethical climates
ethical standards or norms are consistently and clearly communicated, embraced, and enforced by organizational leaders
Authentic leadership
leaders exhibit consistency among their values, beliefs, and actions Are self-aware Self-consciously align their actions with their inner values Study of authentic leadership has gained momentum because of the following beliefs: Enhancing self-awareness can help people in organizations find more meaning at work Promoting transparency and openness in relationships builds trust and commitment Fostering more inclusive structures and practices can help build more positive ethical climates
O C E A N Model stands for?
openness to experience conscientiousness extroversion agreeableness nueroticisms
Assessing Leadership Behaviors: Multirater Feedback Instruments 360-degree, or multirater, feedback tools show that
tools show that direct reports, peers, and superiors can provide different perceptions of a leader's behavior Perspectives can paint a more accurate picture of the leader's strengths and development needs
In unethical climates
unethical behavior exists with little corrective action, and misbehavior may even be condoned
Servant leadership
views serving others as being the leader's role.