OB Test 3

Conscientiousness

characterizes people who are organized, dependable, goal-focused, thorough, disciplined, methodical, and industrious. People with low conscientiousness tend to be careless, disorganized, and less thorough - best overall personality predictor of proficient task performance for most jobs

charismatic visionary

cluster of concepts including visionary, inspirational, performance oriented, integrity and decisiveness.

Self-Concept in Organizational Behavior

influences human perceptions, decision making, motivation, stress, team dynamics, leadership development, and several other OB topics

Leadership

influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members -motivate others through persuasion and other influence tactics - they are enablers = allocate resources, minimize external disruptions, and establish other work environment changes that make it easier for employees to achieve organizational objectives

Neuroticism

people who are anxious, insecure, self-conscious, depressed, and temperamental. low neuroticism = poised, secured, and calm, emotional stability (best personality predictor of adaptive performance)

Sensing (S)

perceiving information directly through the five senses; it relies on an organized structure to acquire factual and preferably quantitative details. concrete, realistic, practical - focus on the here and now

Perceptual Organization/Interpretation

perceptual grouping - occurs without awareness but is the foundation of making sense of things and fulfilling our need for cognitive closure - categorical thinking - people group together based on their observable similarities - filling in missing information about people or places - we think we see trends in otherwise ambiguous information - mental models

the social self

personal identity or internal self concept fulfills the need for distinctiveness bc it involves defining ourselves by our personality , values, abilities, qualifications, achievements, and other personal attributes.

Judging (J)

prefer order and structure and want to resolve problems quickly organized, schedule-oriented, closure-focused

introversion (I)

quiet, internally focused, abstract

self-efficay

refers to a person's belief about successfully completing a task - "can do attitude" - believe they can be successful across various situations - possess MARS model

value congruence

refers to how similar a person's values hierarchy is to the values hierarchy of another entity, such as an employee's team or organization

Nature

refers to our genetic or hereditary origins - the genes that we inherit from our parents - genetic code not only defines our eye color, skin tone and physical shape, but our attitudes, decisions and behavior

Proficient task performance

refers to performing the work efficiently and accurately. It involves accomplishing the work at or above expected standards of quality, quantity, and other indicators of effectiveness.

Task Perfromance

refers to the individual's voluntary goal directed behaviors that contribute to organizational objectives. three types: proficient task performance adaptive task performance proactive task performance

Self-Transcendence Quadrant

refers to the motivation to promote the welfare of others and nature benevolence = concern for other's and one's life universalism = concern for the welfare of all people and nature

Complexity

refers to the number of distinct and important roles or identities that people perceive about themselves. - complexity is higher when multiple identities have low correlation with each other ex: shift from parent to executive - protects our self esteem -more adaptive decision making and preformace - produces more diverse social networks which gives employees access to more resources and social support to perform jobs

intuitive (N)

relies more on insight and subjective experience to see relationship among variables - imaginative, future-focused, abstract - focus more on future and responsibilities

Thinking (T)

rely on rational cause-effect logic and systematic data collection to make decisions - logical, objective, impersonal

self-evaluation

self esteem, self efficacy, locus of control

attribution error

self-serving bias = the tendency to attribute our favorable outcomes to internal factors and our failure to external factors fundamental attribution error - the tendency to see the person rather than the situation as the main cause of that person's behavior

supportive leadership

(people oriented) provides psychological support. the leader is friendly and approachable

directive leadership

(task oriented) clarifying behaviors that provide a psychological structure. clarifies performance goals, means to reach these goals, and standards against which performance will be judged. also included rewards and disciplinary action

problems with stereotyping

- it is inaccurate - stereotype threat = an individual's concern about confirming a negative stereotype about his or her group - lays groundwork for discriminatory attitudes and behaviors - most of the perceptual bias occurs as unintentional (systematic) discrimination = decision-makers rely on stereotypes to establish notions of the ideal person in specific roles - intentional discrimination (prejudice) = people hold unfounded negative attitudes toward people belonging to a particular stereotyped group. - difficult to avoid activation of stereotypes but we can minimize the application of them

people-oriented leadership

- show interest in others as people -listen to employees - make workplace more pleasant - show appreciation for employees for their performance contribution - are considerate of employee's needs

Awareness of Perceptual Biases

- teaching people to reject incorrect stereotypes has the unintended effect of reinforcing rather than reducing those stereotypes -diversity training is ineffective for those with strong prejudices

Values and Individual Behavior

- values directly motivate our actions by shaping the relative attractiveness (valence) of the choices available - values indirectly motivate our behavior by framing our perceptions of reality. Values influence whether we notice something as well as we interpret it. Our decisions and actions are are affected by how we perceive those situations - we are motivated to act consistently with how we define ourselves and want to be viewed by others. The more clearly a behavior is aligned with a specific value that identifies us, the more motivated we are to engage in that behavior

Encourage Experimentation

-Encourage questioning current practices -Encourage discovering/trying out new practices (learning orientation)

Task-oriented leadership

-assign work and clarify responsibilities -set goals and deadlines -evaluate and provide feedback on work quality -establish well defined best work procedures -plan future work activites

Develop/Communicate a strategic vision

-heart of trans leadership - a positive image or model of the future that energizes and unified employees -values-based vision is meaningful and appealing to employees - effective vision is unifying - Vision can be abstract bc 1. vision hasn't yet been experienced so impossible to detail what the vision looks like 2. enables the vision to remain stable over time yet is still flexible - communicate the vision - effectiveness depends on how leaders convey it to followers and other stakeholders -effective transformational leaders generate meaning ans motivation by relying on symbols, metaphors, stories ~ these frame the vision

Evaluating Transformational Leadership

-perform jobs better -engage in more organizational citizenship behaviors -make better or more creative decisions

improving self awareness

-understand our own values, strengths and biases we may have toward others -IAT attempts to detect subtle racial, age, gender, and disability bias by associating positive and negative words with specific groups of people - Johari Window - model of mutual understanding that encourages feedback to increase our own open area and reduce the blind, hidden, unknown area

Build commitment toward the vision

-words, symbols, and stories build contagious enthusiasm that energizes people to adopt the vision -leaders demonstrate can-do attitude by behaving consistently with the image -persistence and consistency reflect an image of honesty, trust, and integrity - rewards, recognition, and celebration

Types of Values (quadrants)

1. Openness to change 2. self transcendence 3. conservation 4. self enhancement

Improving Perceptions

Awareness of perceptual biases Improving self-awareness Meaningful interaction

Joining & staying with the organization

ensuring that employees stay with the company. - employee turnover removes valuable knowledge, skills, and relationships with co workers and external stakeholders.

why people stereotype

Categorical thinking - "energy saving" process that simplifies our understanding of the world - we have an innate need to understand and anticipate how others will behave - motivated by the observer's need for social identity and self enhancement - Categorization = categorizing people into distinct groups - homogenization = think people in the groups are similar to each other - differentiation = assign more favorable characteristics to people in our own groups than to people in others.

Five Factor Model of Personality

Conscientiousness Agreeableness Neuroticism Openness to experience Extraversion

managerial leadership

Daily activities that support and guide performance/well-being of individual employees and work unit to support current objectives/practices - assumes the organization's objectives are stable and aligned with the external environment where trans leadership assumes the organization is misaligned - manag leadership is more micro-focused and concrete bc it relates to the specific performance and well being objectives of individual employees and the immediate work unit ~ trans is more abstract bc directed at imprecise strategic vision - mang depends and trans are interdependent

Model the Vision

Enact the vision ("walk the talk") Symbolize and demonstrate the vision through their own behavior Builds employee trust in the leader ("lead by example")

Types of Individual Behavior

Task Performance, Organizational Citizenship, Counterproductive work behaviors, Joining & staying with the organization, Maintaining work attendance

social identity

a complex contribution of many memberships arranged in a hierarchy of importance 1. how easily you are identified as a member of the reference group; gender, age or ethnicity 2. minority status in a group 3. the group's status - people whose self-concepts are heavily defined by social rather than personal identities are more motivated to abide by team norms and are more easily influenced by peer pressure

Path-Goal Theory

a leadership theory stating that effective leaders choose the most appropriate leadership style(s), depending on the employee's situation, to influence employee expectations about desired results and their positive outcomes Styles: directive, supportive, participative, and achievement-oriented contingencies: skills\experience and locus of control, task structure and team dynamics Leadership effectiveness: employee motivation and satisfaction and leader acceptance

recency effect

a perceptual error in which the most recent information dominates our perception of others

false consensus effect

a perceptual error in which we overestimate the extent to which others have beliefs and characteristics similar to our own

primacy effect

a perceptual error in which we quickly form an opinion of people based on the first information we receive about them

halo effect

a perceptual error whereby our general impression of a person, usually based on one prominent characteristic, colors our perception of other characteristics of that person

locus of control

a person's general belief about the amount of control he or she has over personal life events - internals believe life events are caused mainly by their personal characteristics. believe they have control over their work environment. they have more positive self-evaluation and perform better in most employment situations. they cope better in stressful situations and are more motivated by performance-based reward systems - external believe events are due mainly to fate, luck or conditions, but believe they have control over the results of the tasks they perform

self-verification

a person's inherent motivation to confirm and maintain his/her existing self-concept - employee's are more likely to remember information that is consistent with their self-concept and non conscientiously screen out information that is inconsistent - dismiss feedback inconsistent with self concept - prefer interacting with employees who affirm their self views

self enhancement

a person's inherent motivation to have a positive self-concept (and to have others perceive him or her favorably), such as being competent, attractive, lucky, ethical, and important - individuals experience better mental and physical health. - overconfidence = "can do" attitude - negative = causes people to overestimate returns in investment decisions and to engage in unsafe behavior

empathy

a person's understanding of and sensitivity to the feelings, thoughts, and situations of others

charisma

a personal trait or relational quality that provides referent power over followers/ motivate directly thru inherent referent power.

positive organizational behavior

a perspective of organizational behavior that focuses on building positive qualities and traits within individuals or institutions as opposed to focusing on what is wrong with them - contingency of self ful prophecy

the social identity theory

a theory stating that people define themselves by the groups to which they belong or have an emotional attachment

contact hypothesis

a theory stating that the more we interact with someone, the less prejudiced or perceptually biased we will be against that person

meaningful interaction

activity in which people engage in valued activities. Activities may be work related ( senior executives work with frontline staff) or outside the workplace (sales staff from several countries participate in an outside challenge - founded on the contact hypothesis -improves empathy

servent leadership

an extension or variation of people oriented leadership bc it defines leadership as serving others - assist others in their need fulfillment, personal development, and growth - "How can I help you" -help followers and stakeholders fulfill their needs and potential 3 keys features: 1. natural desire or "calling" to serve others 2. Humble, egalitarian, accepting relationship with followers 3. ethical decisions and behavior

stereotype threat

an individual's concern about confirming a negative stereotype about his or her group

self-concept

an individual's self-beliefs and self-evaluations three levels: individual, relational, and collective - value ourselves in terms of personal traits (individual), connections to friends and co-workers (relational self), and membership to teams, organizations, social groups, and other entities (collective self) - complexity, consistency, clarity

Myers-Briggs Type Indicator

an instrument designed to measure the elements of Jungian personality theory, particularly preferences regarding perceiving and judging information - used by AI engineers to adapt the behaviors of robots to user preferences - usually, a poor predictor of job performance and should not be used for employment selection and promotion decisions

attribution theory

attribution process = the perceptual process of deciding whether an observed behavior or event is caused largely by internal or external factors people rely on three attribution rules = consistency, distinctiveness and consensus to decide whether someone's behavior and performance are mainly caused by their personal characteristics or environmental influences

Perceptual Process

begins when environmental stimuli are received through the senses. Most stimuli that bombard our senses are screened out the rest are organized and interrupted. - emotional makers help us store info in memory; these emotions are later reproduced when when recalling the perceived information - perceptual organization and interpretation - attitudes and behaviors

MARS Model of Individual Behavior and Performance

critical influences on behavior and performance / direct predictors of employee performance, ethical behavior, customer satisfaction etc.... motivation ability role perceptions situational factors

Clarity

degree to which a person's self concept is clear, confidently defined, and stable - confident about who we are - self concept is clearer when a person's multiple selves have a higher consistency - improve performance and is vital in leadership roles - feel less threatened to interpersonal conflict - very high clarity may lead to role inflexibility - cannot adapt to changing in job duties or environmental conditions

Agreeableness

describes people who are trusting, helpful, good-natured, considerate, tolerant, selfless, generous, and flexible. People with low agreeableness tend to be uncooperative and intolerant of others' needs as well as more suspicious and self-focused - positively associated with organizational citizenship and negatively associated with counterproductive work behaviors

skill and experience

directive and supportive leadership is best for employees who are inexperienced and unskilled - directive = provide info about how to accomplish a task - supportive = offers support to cope with unfamiliar work situations - style is detrimental to skilled and experienced employee's because it introduces too much supervisory control

Achievement-oriented leadership

emphasizes behaviors that encourage employees to reach their peak performance. leaders set challenging goals, expect employees to perform at their highest level, seek improvement, and show a high degree of confidence that employee will assume responsibility and accomplish their goals. leaders apply goal setting theory and positive expectations in self-fulfilling prophecy.

participative leadership

encourage and facilitate employee involvement in decisions beyond their normal work activities. leader asks for suggestions and carefully reflects on employee's views before making a decision

Other Perceptual Effects

halo effect false-consensus effect primacy effect recency effect

Transformational Leadership

explains how leaders change teams or orgs. by creating, communicating, and modeling a vision for the org. and inspiring employees to strive for that vision/ macro-focused and abstract - motivates followers thru behaviors that persuade and earn trust. / builds follower empowerment 1. Develop strategic vision 2. model the vision 3. Encourage experimentation 4. Build commitment toward the vision

Conservation Quadrant

extent to which a person is motivated to preserve the status quo conformity = adherence to social norms and expectations security = safety and stability tradition = moderation and preservation of the status quo

openness to change quadrant

extent to which a person is motivated to pursue innovative ways self direction = creativity, independent thought stimulation = excitement and challenge hedonism = pursuit of pleasure, enjoyment, gratification of desires

Feeling (F)

give more weight to their emotional responses to the options presented as well as how those choices affect others - empathetic, caring, emotion-focused

Team Dynamics

high cohesion substitutes for supportive leadership team cohesion is low - supportive and directive style to counteract previous team norms

Self-Enhancement Quadrant

how much a person is motivated by self-interest achievement = pursuit of personal success power = dominance over others hedonism = values category shared with openness to change

adaptive task performance

how well employees modify their thoughts and behaviors to align with and support a new or changing environment how well employees respond to change in the workplace

Proactive task performance

how well employees take the initiative to anticipate and introduce new work patterns that benefit the organization bring about change in oneself, coworkers, and the workplace to achieve what is perceived to be a better future for the organization

leadership substitutes theory

identifies conditions either that limit the leader's ability to influence subordinates or make a particular leadership style unnecessary ex: performance based rewards, employee is skilled and experienced, supportive co workers, employee uses effective stress coping

openness to experience

imaginative, creative, unconventional, curious, nonconforming, autonomous, and perceptive low dimension = resistant to change, less open to new ideas, and more conventional and fixed in their ways - weak predictor of proficient task performance, but one of the best predictors of adaptive and proactive performance

mental models

knowledge structures that we develop to describe, explain, and predict the world around us

Maintaining work attendance

making sure employees show up for their scheduled work times whether in person or in through remote work arrangements -Absences due to situation (weather), motivation (avoiding stressful workplace) Presenteeism - attending scheduled work when one's capacity to perform is significantly diminished by illness or other factors

task structure

minimizes role ambiguity - tends to occur in complex work situations (particularly inexperienced workers) - participative leadership helps define rules and give more discretion - supportive leadership helps employee's cope if their routines are too tedious

Nurture

our socialization, life experiences, and other forms of interaction with the environment. - personality becomes more stable in adulthood bc we form a clearer or more rigid self-concept - executive function = part of the brain that monitors and regulates goal-directed behavior to keep it consistent with our self-concept

Perceiving (P)

open, curious, and flexible - keep options open and adapt spontaneously to events as they unfold - spontaneous, adaptable, opportunity-focused

categorical thinking

organizing people and objects into preconceived categories that are stored in our long-term memory

Extraversion

talkative, externally focused, and assertive - opposite = introversion - quiet, cautious, less interactive - second overall best personality predictor - assertiveness "take charge" approach

role perception

the degree to which a person understands the job duties assigned to or expected of him or her - employees understand the priority of their various tasks and performance expectations - understanding the preferred behaviors or procedures for accomplishing tasks

self esteem

the extent to which people like, respect, and are satisfied with themselves - represents a comprehensive self evaluation

Motivation

the forces within a person that affect his or her direction, intensity, and persistence of voluntary behavior

ability

the natural aptitudes and learned capabilities required to successfully complete a task

self-fulfilling prophecy

the perceptual process in which our expectations about another person cause that person to act more consistently with those expectations 1. supervisor forms expectations about the employee 2. supervisor's expectations affect his\her behavior toward the employee 3. supervisor's behavior affects the employee's ability and motivation (self- confidence) 4. employee's behavior becomes more consistent with the supervisor's initial expectations

Stereotyping

the perceptual process in which we assign characteristics to an identifiable group and then automatically transfer those features to anyone we believe is a member of that group - personality traits and physical characteristics - provided through personal experiences but mainly media images, and cultural prototypes.

selective attention

the process of attending to some information received by our senses and ignoring other information - influenced by characteristics of the person or object being perceived, particularly size, intensity, motion, repetition, and novelty - bias example: more likely to notice an email from a coworker you are expecting to receive one from - expectations and assumptions may allow us to screen out potentially important informaton

Perception

the process of receiving information about and making sense of the world around us - determining what information to notice and how to categorize and interpret it within the framework of our existing knowledge

confirmation bias

the process of screening out information that is contrary to our values and assumptions and to more readily accept confirming information - tend to pay more attention to details that support our decisions

personality

the relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics - people do not act the same in all situations

shared leadership

the view that leadership is a role, not a position assigned to one person; consequently, people within the team and organization lead each other -employees champion new technology and products - exists when employees engage in organizational citizenship behaviors to assist well-being of coworkers and the overall team -typically supplements formal leadership - employees lead along with formal manager

personality traits

traits and broad concepts that allow us to label and understand individual differences

situational factors

two main influences: 1) work context constraints or facilitates behavior and performance. 2) the work environment provides cues to guide and motivate people.

Values in the Workplace

value system = hierarchy of value preferences -personal values, shared values, organizational values, and cultural values - situations can prevent us from engaging in value-consistent behavior - we do not actively think about our values all the time so they be inconsistent with our behavior

organizational citizenship behaviors

various forms of cooperation and helpfulness to others that support the organization's social and psychological context - effect individual, team, and organizational effectiveness - employees who help each other have higher task performance - increase team performance where members depend on each other - high work-family conflict

counterproductive work behaviors

voluntary behaviors that have the potential to directly or indirectly harm the organization (intentional and unintentional) ex: harassing co workers, creating unnecessary conflict, deviating from preferred work methods, being untruthful, stealing, sabotaging work, and wasting resources

Consistency

when an individual's identities are compatible with each other and with the person's actual personality and values