Chapter 15: Leadership and Change

Kleptocracy

"Rule by theft," where those in power seek only to drain the state of assets and resources. Can be found in traditional authority systems.

Systems

1. Accounting 2. Sales 3. HR 4. IT

Situation (Interactional framework)

1. Crisis 2. Task Interdependence

Followers (Interactional framework)

1. Identification with the leader and the vision 2. Heightened emotional levels 3. Willing subordination to the leader 4. Feels of empowerment

Legal-rational authority system

A person possesses authority not because of tradition or birthright but because of the laws that govern the position occupied.

Loss of rewards

Design and implement a new reward system to support change initiative.

Loss of relationships

Help employees build new relationships before change occurs or soon thereafter.

Organization's vision

Helps the organization make choices about what it should and should not do, the kind of people it should hire and retain, the rules by which it should operate, and so on.

Most effective leaders are those with

High levels of learning and agility and adaptability.

A __________ is a system in which people pay large tributes to a small group of people at the top, but get little in return.

Kleptocracy.

The system in which British citizens pay large sums of money in the form of taxes to support the queen reflects a _________.

Kleptocracy.

The capability and willingness to learn from experience and apply these lessons to new situations refers to which of the following?

Learning agility.

The ability of John Kerry, in his position as Secretary of State, to take certain actions reflects which authority system?

Legal-rational

In a ________ authority system, a person possesses authority not because of tradition or birthright, but because of the laws that govern the position occupied.

Legal-rational.

In Beer's model of organizational change, 'M' refers to amount of ____________.

Model.

The _________ ___________ Questionnaire is a 360-degree feedback instrument that assesses five transformational and three transactional factors and a nonleadership factor.

Multifactor Leadership.

Transactional leadership

Occurred when leaders and followers were in some type of exchange relationship to get needs met. Exchange can be economic, political, or psychological.

Malicious compliance

Occurs when followers either ignore or actively sabotage change requests.

Loss of competence

Offer coaching, mentoring, training, peer coaching, job aids, and so forth.

In Beer's model of organizational change, 'P' refers to amount of ____________.

Process.

Organization's goal

Spells out specifically what the organization is trying to accomplish and when it will be accomplished.

Vision

Strategic goals.

Span of control, team composition and hierarchy are all part of which component?

Structure.

A leader who anticipates that problems could occur in manufacturing or customer service after changes are implemented to the compensation system to motivate sales people is using the __________ __________ approach.

Systems thinking.

Traditional authority system

The traditions or unwritten laws of the society dictate who has authority and how this authority can be used.

How are today's leaders using technology to incite dissatisfaction and change?

These are all being used. (YouTube videos, Social media, 24/7 news coverage.)

Which of the following is NOT TRUE about followers' regard for their charismatic leader's authority?

They have significant doubts about their role in achieving the vision.

Leadership that changes the status quo by appealing to followers' values and their sense of higher purpose can best be described as ________.

Transformational.

The most important and overlooked situational variable affecting charismatic leadership is _________.

Time.

In Beer's model of organizational change, 'C' refers to amount of _____________.

Amount of change.

Which type of leader is NOT likely to be a transformational leader?

An individual who is not emotionally expressive.

Which of the following is true?

Articulating a clear and compelling vision of the future is important.

There is often a temporary drop in performance or productivity as followers learn new systems and skills. This difference between initial expectations and reality is called the _______-_______ gap and can be the source of considerable frustration.

Expectation-performance.

Followers who are content with the status quo are most likely to perceive a need for a charismatic leader or be willing to devote great effort to fundamentally change an

False.

Followers who are content with the status quo are most likely to perceive a need for a charismatic leader or be willing to devote great effort to fundamentally change an organization or society.

False.

Adaptive leadership

Involves behaviors associated with being able to successfully flex and adjust to changing situations. Change, challenge, and adversity seem to be part of most organizations today.

Charisma

Is in the eyes and heart of the beholder; it is a particularly strong emotional reaction to, identification with, and belief in some leaders by some followers.

Learning agility

Is the capability and willingness to learn from experience and apply these lessons to new situations.

The reactions to change of shock, anger, rejection, and acceptance refer to the _________ model.

SARA.

Image

Seemingly of unshakable self-confidence, strength of moral conviction, personal example and self-sacrifice, and unconventional tactics or behavior.

Which of the following is an example of a vision statement?

To be the industry leader in waste-to-energy operating companies.

Who is likely to progress through the SARA model first?

Top leaders.

The authority system in which the traditions or unwritten laws of the society dictate who has authority and how this authority can be used is the ________ authority system.

Traditional.

The authority system in which the traditions or unwritten laws of the society dictate who has authority and how this authority can be used is the ___________ system.

Traditional.

Leadership that typically does not result in organizational or societal change, but rather perpetuates and legitimize the status quo is called _________ leadership.

Transactional.

__________ leadership skills involves behaviors associated with being able to successfully flex and adjust to changing situations.

Adaptive.

Which of the following are research results of transformational and transactional or laissez-faire leadership?

1. Laissez-faire leadership is negatively correlated with effectiveness. 2. Transformational leadership is a better predictor of organizational effectiveness than transactional or laissez-faire leadership.

Culture

1. Norms 2. Shared values

Structure

1. Span of control 2. Team composition 3. Hierarchy

Capabilities

1. Technical 2. Leadership

Leader (Interactional framework)

1. Vision 2. Rhetorical skills 3. Image and trust building 4. Personalized leadership

Which of the following is NOT true?

A charismatic leader's vision is typically limited to grand social movements.

The _______ _______ outlines the sequence of events, key deliverables, time lines, responsible parties, metrics, and feedback needed to achieve new organizational goals.

Change plan.

A strong emotional reaction to, identification with, and belief in some leaders by followers refers to ___________.

Charisma.

Which is true of charismatic leaders and social networks?

Charismatic leaders usually play a more control role and have bigger social networks.

In which authority system do people derive authority because of their exemplary characteristics?

Charismatic.

Loss of power

Demonstrate empathy, good listening skills, and new ways to build power.

Loss of identity

Demonstrate empathy; emphasize value of new roles.

In Beer's model of organizational change, 'D' refers to amount of _____________.

Dissatisfaction.

Feelings of empowerment and heightened emotional levels are part of which component of the interactional framework?

Follower.

Which of the following is NOT true of charismatic leaders and their followers?

Followers are less willing to subordinate themselves to the leader.

Which of the following BEST describes the relationship between followers and a charismatic leader?

Followers strongly identify with their leader.

Transformational leaders in a firm build trust in their leadership and the attainability of their goals through a(n) ________ of seemingly unshakable self-confidence, strength of moral conviction, personal example and self-sacrifice, and unconventional tactics or behavior.

Image.

Siloed thinking

In which leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness.

Charismatic authority system

In which people derive authority because of their exemplary characteristics.

Which of the following is NOT part of good succession planning?

In-depth outside searches for candidates with strong potential.

Followers' emotions are the fuel for organizational change, and change often requires a considerable amount of fuel. The key for leadership practitioners is to _________.

Increase dissatisfaction to the point where followers are inclined to take action.

Charismatic leaders in an organization are able to stir followers' feelings, and this heightened emotional level results in ___________.

Increased levels of effort and performance.

SARA model

Shock, Anger, Rejection, and Acceptance.

When leaders act to optimize their part of the organization at the expense of suboptimizing the organization's overall effectiveness, the leader is using _________ thinking.

Siloed.

Crisis, organizational culture, competitive threats, and societal shifts are all part of which component of the interactional framework?

Situation.

Expectation-performance gap

The difference between initial expectations and reality. It can be the source of considerable frustration. Can spark resistance, causing followers to revert back to old behaviors and systems to get things done.

In an organizational context, followers' level of satisfaction is an important ingredient in a leader's ability to drive change.

True.

Willing subordination to the leader involves the deference of followers to his or her authority.

True.

Strategic goals are reflected in the ________ component.

Vision.

Transformational leadership

Which changes the status quo by appealing to followers' values and their sense of higher purpose. These leaders articulate the problems in the current system and have compelling vision of what a new society or organization could be.