Leadership Exam 2 Study Guide

key roles of a team-based leader (6)

- Building trust - Coaching - Supporting - creating a team identity - influencing change - enabling and empowering

What are the actions leaders can take using their own resources? ( informal techniques)

- Establishing urgency - demanding performance standards - providing direction

Examples of dishonest and unethical tactics:

- Machiavellianism - Gentle manipulation of people and situations - undue pressure - debasement

5 areas of potential problems of cultural misunderstandings

- gender roles - personal appearance - importance of punctuality - generational differences

attributes of goals

- hard but realistic - deadlines can impact goal pursuit - learning goal orientation improves performance than performing goal orientation.

Key leadership initiatives for achieving cultural diversity, equity, and inclusion (6)

- hold managers accountable - recruit and retain minorities - diversity/anti bias/cross cultural training - avoid group characteristics when hiring - diverse leaders - inclusive language

What are some essentially neutral influence tactics

- ingratiation - joking and kidding - upward appeal - co-opting antagonists

Actions generally requiring organization structure or policy (Formal techniques)

- initiating ritual and ceremony - practicing open book management - emphasizing group recognition and rewards

6 basic principles of persuasion

- liking,- reciprocity- social proof- consistency- authority- scarcity

Praise/ recognition attributes (group)

- link them to corporate values - helps workers attain personal goals - inform others of group (NOT competitively) - account for individuals preference - teams should be praised, not just individuals

influences for organizational change:

- serve as a role model - explain why - reward system - hold people accountable - select candidates that match desired culture

7 Negotiation techniques

1) minimize looking anxious 2) listen first 3) begin with plausible demand 4) Focus on interests, not positions. 5) be sensitive to international differences 6) use facts over threats 7) allow for face saving

5 Aspects of cultural sensitivity

1) recognition of nuances in customs 2) being a multicultural worker 3) recognizing potential problems of cultural misunderstandings 4) flexibility in dealing with others 5) eliciting ideas and giving critical feedback

multicultural worker

A worker who is convinced that all cultures are equally good and enjoys learning about other cultures

a suggestion regarding inspirational speaking and writing is to back up conclusions with:

Data, to a point.

The question, "If I work hard, what will I get in return?" illustrates the _____ aspect of expectancy theory.

Expectancy

Social proof

People follow the lead of similar others

scarcity

People want more of what they can have less of

Asking for your help as a personal favor is a behavioral example of the essentially ethical and honest tactic of ___

Personal appeal

peer to peer leadership network

a system of social ties with shared interests and commitments, as well as shared work

gentle manipulation of people and situations

attempts to influence others manipulatively, but to a lesser extent than an outright machiavellian. Gain compliance of another by making untrue statements or faking certain behaviors.

making the rounds

casually dropping by constituents to listen to their accomplishments, concerns, and problems.

High density social media networks

close friends or associates linked together

__ Is the most successful influence outcome

commitment

debasement

demeaning or insulting oneself to control the behavior of another person.

collaborative conflict style

desire to FULLY satisfy the desires of both parties. Win Win approach

competitive conflict style

desire to achieve ones own goals at the expense of another party

power oriented linguistic style

downplaying uncertainty, emphasizing direct rather than indirect talk, and choosing an effective communication frame.

Personal networks

engage cooperative people from outside the organization to develop personally and advance

accommodative conflict style

favors appeasement, or satisfying the other's concerns without taking care of ones own.

co-opting antagonists

finding a clever way to get the other person or group of people to join forces with you.

ingratiation

flattery or compliments. Can work upwards or downwards in power dynamic.

Strategic networks

focus on attaining business goals directly. Creates a network that will help identify and capitalize on new opportunities for the company.

important aspect for international management

give clear directions and appropriate rewards for attaining goals.

sharing conflict style

halfway between domination and appeasement. Prefers moderate but incomplete satisfaction for both parties.

an essential technique of coaching is to

help remove obstacles for the person being coached.

The degree to which a society encourages and rewards, and should encourage and reward, individuals for being fair, altruistic, and caring to others.

humane orientation

avoidant conflict style

indifferent to the concerns of either party. May actually be withdrawing from the conflict or be relying upon fate.

Jodie has high self-efficacy, meaning that she:

is highly confident that she can perform a particular task

A guideline offered for the sequencing of influence tactics is to begin with a:

low cost, low risk tactic

companies with a favorable record in __ ___ are at a distinct advantage in recruiting and retaining talented people.

managing diversity

upward appeal

means of influence in which the leader enlists a person with more formal authority to do the influencing.

The teamwork tactic of "emphasizing pride in being outstanding" is based on the premise that:

most groups are especially good at some tasks.

Low density social media networks

network consists of acquaintances linked together.

The _____ is a leadership network aimed at doing one's assigned task more effectively.

operational leadership network. - cultivating stronger relationships with workers whose membership in the network is clear.

second-level outcome in expectancy theory

other outcomes or consequences of a previous (first level) outcome

consistency

people align with their clear commitments

authority

people defer to experts

Workers with a high power-distance value tend to accept the idea that:

people have unequal power throughout the firm.

reciprocity

people repay in kind; give what you want to receive

altercasting

principle of persuasion in which you characterize another person as a certain type to encourage that person to behave in a desired manner.

pre-suasion

put people in a receptive mood before asking them for something

undue pressure

rewards become bribes for compliance and threats of punishment become severe

Crystal is an external leader of a team, so she:

supervises a team without being a member of the team.

Deliberate machiavellianism

tend to initiate actions with others and control the interaction. Practice deception, bluffing, etc.

goal specificity

the clarity and precision of a goal

Goal difficulty

the extent to which a goal is challenging and requires effort

goal acceptance

the extent to which a person accepts a goal as his or her own

goal commitment

the extent to which a person is personally interested in reaching a goal

An example of Machiavellianism would be for a manager to tell a group member that they must:

work all weekend to ha