Leadership Final
What impression management technique is being shown here? "A journalist tells his editor, "My work on this celebrity divorce story was really a major boost to our sales" (even though the story only made it to page 3 in the entertainment section)."
enhancement
Centrality pwoer
establishing a network of task and interpersonal relationships
Stage 3 of Rational Decision Making
evaluate alternatives and select a solution
What impression management technique is being shown here? "A sales manager says to her boss, "We failed to get the ad in the paper on time, but no one responds to those ads anyway."
excuses
What impression management technique is being shown here? "An employee sends e-mails from his work computer when he works late so that his supervisor will know how long he's been working."
exemplification
hard tactics
exert more overt pressure
Intuitive-Based Nonrational Decision Making foundations
expertise and feelings
Components of non-rational decision model
expertise, holistic hunch, feelings, intuitive processes, automated expertise
rational decision making model
explains how managers should make decisions; assumes managers are completely objective and possess complete information
types of expertise
explicit knowledge and tacit knowledge
espoused values
explicitly stated values and norms preferred by an organization
Which personality traits are the best predictors of leader emergency and leader effectiveness?
extraversion, openness
When confronting failure, what do experts suggest you do?
fail productively, talk about it, choose who you share it with
Any attempt to control or manipulate the images related to a person, organization, or idea is _____.
impression management
Leader behaviors can be systematically ____ and _____.
improved, developed
Fiedler's Contingency Theory
in order to maximize work group performance, leaders must be matched to the right leadership situation
According to the Leadership-Member Exchange Theory, leaders create _____ and _____.
in-groups, outgrips
peer pressure
influence from members of one's peer group.
social proof
influence tactic where people tend to follow lead of people most like them
tacit knowledge
information gained through experience that is difficult to express and formalize
explicit knowledge
information that can easily be put into words
types of transformational leader behaviors
inspirational motivation, idealized influence, intellectual stimulation, individualized attention
Cohesion enhances the _____ of the team.
intent
Start the crucial conversation by sharing your ___ with the person.
intent
organizational politics
intentional acts of influence to enhance or protect the self-interest of individuals or groups that are not endorsed by or aligned with those of the organization
Forces for Change
internal and external
Lewin's Change Model: Changing
introduce new information, models, and procedures
Encourage testing
invite opposing views and challenge your own thinking to encourage active dialogue
personal appeal
invoke loyalty and friendship
radically innovative change
involves introducing a practice that is new to the industry
symptoms of groupthink
invulnerability, inherent morality, rationalization, stereotyped views of opposition, self-censorship, illusion of unanimity, peer pressure, mindguards
According to Fiedler's Contingency Model of Leadership, what happens if a leader's dominant leadership style does not match the situation?
it is better to move the leader since theft cannot change their leadership style
Why is organizational culture an asset?
it is involved in strategic alignment, firm performance, and employee behaviors
self-censorship
keeping ideas and questions to yourself stifles critical debate
examples of noise
language differences, poorly worded text messages, poor hearing, non-verbal communication
Fiedler's Situational/Contingency Theory identifies three dimensions of situational control
leader, task structure, position power
Trait Theory
leadership theory that suggests that leaders are born with certain traits. Focuses on personal qualities and characteristics
Managers who obtain compliance primarily because of their formal authority to make decisions use _______.
legitimate power
Cialdini's 6 principles of persuasion
liking, reciprocity, social proof, consistency, authority, scarcity
Characteristics of forming
little agreement, unclear purpose, guidance and direction
Adaptive change has ____ degree of complexity, cost and uncertainty.
low
adaptive change has ____ potential for resistance to change.
low
coalition tactics
make an alliance with others
Innovative change has ____ degree complexity, cost and uncertainty
medium
Innovative change has _____ potential for resistance to change
medium
Rationalization
members protect their personal or "pet" ideas or assumptions
Researchers determine leadership characteristics by using a statistical procedure called _________ which computes an average relationship between two variables.
meta analysis
relationship motivated leadership should be most effective in _____ situations.
moderate control
socialization: collective experiences
newcomers exposed to common experiences
The stage of group development that is able to occur after a respected member challenges the group to resolve power struggles to accomplish its goals is the ______ stage.
norming
What is considered rules or standards of conduct that are supposed to gude members?
norms
priming effect
occurs when an individual's exposure to a certain stimulus influences his or her response to a subsequent stimulus, without any awareness of the connection
anchoring bias
occurs when decision makers are influenced by the first information received about a decision, even if it is irrelevant
hindsight bias
occurs when knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier
Defensiveness
occurs when people perceive they are being attacked or threatened
Characteristics of the performing stage in Tuckman's model of group development include:
open communication, goal achievement, constructive conflict resolution
System 1 (Fast Thinking)
operates automatically and quickly, with little or no effort and no sense of voluntary control
basic underlying assumptions
organizational values that have become so taken for granted over time that they become assumptions that guide organizational behavior
role perception
our view of how we're supposed to act in a given situation
What does cohesion affect?
outcomes depending on the alignment of performance norms with organizational goals
primary appraisal
perceptions of whether a stressor is irrelevant, positive, or negative.ssecon
secondary appraisal
perceptions regarding our ability to cope with stress
The stage of group development characterized by a lot of helping behavior among group members to achieve goals is the _______ stage.
performing
Which stage in Tuckman's model of group development focuses on resolving task problems and achieving more than one person could alone?
performing
Interpersonal opposition based on personal disagreement is a(n) _____.
personality conflict
observable artifacts
physical manifestations of an organization's culture
organizational development is all about ____
planned change aimed at increasing an organization's ability to improve itself as a humane and effective system.
Types of task interdependence
pooled, sequential, reciprocal, intensive
What are the disadvantages to Kahneman's System 1 thinking?
poor follow through, jumping to conclusions
referent power
power that comes from subordinates' and coworkers' respect, admiration, and loyalty
reward power
power that comes from the ability to provide rewards or favors
expert power
power that is based on the special knowledge, skills, and expertise that a leader possesses
three parts of organizational socialization
prearrival, encounter, change
Servant Leadership Theory
proposes that a person is a servant to others first and makes a conscious decision to lead in order to better serve others, not to increase power.
Competing Values Framework
provides a practical way for managers to understand, measure, and change organizational culture
Sharing your facts may create a _____ environment.
psychologically safe
Types of Soft Tactics
rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals
Giving recruits a realistic idea of what lies ahead by presenting both positive and negative aspects of the job is called:
realistic job preview
Causes of resistance to change
recipient characteristics, change agent characteristics, change agent-recipient relationship
dynamic model of resistance to change
recipient characteristics, change agent characteristics, change agent-recipient relationship
Managers can overcome employees' resistance to change through which strategies?
recognizing progress, rewarding collaboration, expecting mistakes
Sources of Personal Power
referent, expert, information, coercive, reward, legitimate
adaptive change
reintroduction of a familiar practice
types of work conflict
relationship and task
empowerment leadership
represents the extent to which a leader creates perceptions of psychological empowerment in others
overconfidence bias
results in overestimating our skills relative to those of others and overestimating the accuracy of our predictions
types of influence options
retribution, reciprocity, reason
A set of shared expected behaviors for members of a group as a whole is called a group _____.
role
low complexity situations
routine and predictable
nonrational decision making results in _____.
satisfaction when arriving at a solution
consultation tactic
seek participation and input
Successful leadership depends on ____.
selecting the right leadership style, contingent on the followers' readiness to accomplish a task
external forces for change can apply to ...
the organization, competitors, or the entire industry
receiver
the person who decodes a message and decides that feedback needed
legitmate power
the power a leader has as a result of his or her position in the organization
organizational socialization
the process by which individuals acquire the knowledge, skills, attitudes, and behaviors to assume a work role
decision-making
the process of choosing a course of action to deal with a problem or opportunity
What is organizational culture?
the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about, and reacts to its various environments
escalation of commitment bias
the tendency to stick to an ineffective course of action when it is unlikely that the bad situation can be reversed
Communication Process
the transfer of a message from a sender to a receiver
Employees are more likely to resist change if ______.
they perceive that the personal costs of change outweigh the benefits
Norms help members...
to guide their own behavior and predict what others will do
low control
to provide, clarity, structure, focus on objectives, productivity, reduce risk
What is the difference between trait and behavioral theories of leadership?
trait theory states that leaders are born with c certain traits, behavioral theory states that leaders learn skills
socialization: individual experiences
treating each newcomer to unique experiences
individualized attention
treats each follower as whole person and provides growth opportunities and coaching
competence trust
trust of capability
Contractural Trust
trust of character
communication trust
trust of disclosure
____ may trigger political behaviors.
uncertainty
rational persuasion
use reason, logical facts
pressure tactics
using demands, threats, or intimidation to gain compliance
enacted values
values and norms actually exhibited in the organization
If the current negotiation outcomes do not satisfy your interest, what is the best thing you can do for yourself?
walk away and go with your next best alternative
what is the problem with rational decision making?
we are rarely rational when making decisions in complex situations
Behaviroal theory
we can determine leadership effectiveness by learned behavior, we can train people to be leaders
Talk tentatively
when you're sharing your story remember that it's an interpretation and not a fact so don't tell the story as though it is a fact
external forces for change affects...
why an organization exists and which markets it will participate in and how.
reciprocal interdependence
work completed by different jobs or groups working together in a back-and-forth manner
pooled interdependence
work completed by having each job or department independently contribute to the whole
sequential interdependence
work completed in succession, with one group's or job's outputs becoming the inputs for the next group or job
relevance power
working on the central objectives and issues in an organization
tell your story
you have to follow-up that observation/fact with your conclusions
reason
you should do X because it is good for the company or you... -evidence -special ability consistent with value or what you want
Subcultures often form around:
•Functional or occupational groups or work roles •Divisions or departments •Geographical areas •Products, markets, technology •Levels of management
When to use Reciprocity
-There is adequate time for extensive preparation and discussion -Common goals/values can be identified -Parties share mutual respect -Parties have an ongoing relationship
Sources of uncertainty
-Unclear objectives -Vague performance measures -Ill-defined decision processes -Strong individual or group competition -Any type of change
When to use retibution
-You have complete authority -Commitment and quality are not important -Time is tight -You are responding to serious violations -You have specific, unambiguous requests
SLT focuses on what two aspects of the followers
-ability to perform the task -motivation to perform the task
intuitive processes
-automatic, involuntary, effortless -controlled, voluntary, effortful
What are characteristics of a workplace characterized by too much conflict
-eroding performance -dissatisfaction -lack of teamwork
Outcomes of leader behavior correlated to Consideration
-follower satisfaction with leader -follower job satisfaction -follower motivation -leader's unit performance
outcomes of leader behavior
-follower satisfaction with leader -follower job satisfaction -follower motivation -leader's unit performance -2nd Level Manager's Ratings of Leadership performance
Which outcomes are correlated to initiating structure leader behavior?
-follower satisfaction with leader -follower motivation -leader's unit performance -2nd Level Manager's Ratings of Leadership performance
Compromising
-give-and-take approach with a moderate concern for both self and others -incomplete satisfaction from both parties
Key internal forces for change
-human resource issues -managerial behaviors and decisions
Traits of teams with high cohesion
-share credit -high participation -more productive -groupthink
Richness of communication mediums (selecting right method)
-speed of feedback -audio/visual channel -type (personal vs. impersonal) -language source
Positive Team Norms
-treat each other with respect -be present -listen -share information -respond
Pros of Intuitive Decision Making
-useful when a quick decision is required -good when resources are limited or difficult or costly to acquire
Characteristics of non-defensive questions
-won't inflame the situation -allows other party to explain emotions -builds respect between parties
Tactics to Repair trust
Acknowledge what caused trust to be compromised Allow feelings and emotions to be discussed Get and give support to others in the process Reframe the experience and shift from being a victim to taking a look at options and choices Take responsibility Forgive yourself and others Let go and move on
apologies
Admitting responsibility for an undesirable event and simultaneously seeking to get a pardon for the action.
Conformity
Agreeing with someone else's opinion to gain his or her approval.
inspirational appeals
Appealing to values, ideals, and goals
The better your ______, the greater your power in negotiation.
BATNA
three important negotiation tools
BATNA Target Resistance Point (RP)
Integrating
Both parties cooperatively identify the issue, discuss alternatives, and select a mutually beneficial outcome
negotiations
A give-and-take decision-making process between two or more persons with difference preferences
Leader-Member Exchange Theory
A method of leadership in which leaders treat each follower differently, and as a result, develop unique relationships with each member.
punctuated equilibrium model
A model of group development that describes how groups with deadlines are affected by their first meetings and crucial midpoint transitions
What is trust?
A reciprocal belief that another person will consider how their intentions and behaviors will affect you
What is conflict?
Occurs when a perceived gap exists between what is desired and what is experienced.
Culture as a Barrier to Change
Occurs when culture's values are not aligned with the values necessary for rapid change
adhocracy culture (create)
Open systems that value innovating, risk-taking, bringing new products and services to market, and staying on the cutting edge of the market
rush to solve effect
People in a hurry often fail to consider all of the possible data before making their decision
Cialdini's 6 principles of persuasion: authority
People tend to defer to and respect credible experts
Cialdini's 6 principles of persuasion: consistency
People tend to do what they commit to, especially publicly or to others
Cialdini's 6 principles of persuasion: social proof
People tend to follow the lead of those most like themselves
Cialdini's 6 principles of persuasion: liking
People tend to like those who like them
Cialdini's 6 principles of persuasion: scarcity
People want items, information, and opportunities that have limited availability
resistance point
The worst outcome you're willing to accept in a negotiation; your "walk-away" point.
Bargaining Mix
Things that will be formally part of the final agreement
Importance of the resistance point in negotiations
This keeps you from accepting a lousy offer
Organizational development process: intervention
What can be done to solve the problem
Organizational development process: Feedback
What does the evaluation suggest about the diagnosis and the effectiveness of the intervention
Organizational development process: diagnosis
What is the problem and it's cause
change
When the new employee must learn important tasks and adjust to work group values and norms
encounter
When the new employee sees what the organization is really like; realize that expectations and reality may diverge
Ohio State's Leadership Studies
a behavioral leadership theory that explains how leaders' behavior affects the group's performance and achievement of desired goals
inherent morality
a belief that encourages the group to ignore ethical implications
automated experience
a choice that is based on a familiar situation and a partially subconscious application of learned information related to it
disruptive negotiation
a competitive and adversarial approach in which each party strives to get as much as it can, usually at the expense of the other party
Position power, which includes legitimate, reward, and coercive power, is power that is connected with what?
a job within an organization
holistic hunch
a judgement based on the subconscious integration of information stored in memory
integrative negotiation
a negotiation approach in which the parties' goals are not seen as mutually exclusive, but the focus is on both sides achieving their objectives
Interests
a party's underlying reasons, values or motivations (explains why someone takes a certain position)
leadership
a process whereby an individual influences a group of individuals to achieve a common goal
role
a set of expected behaviors for a particular position
confirmation bias
a tendency to search for information that supports our preconceptions and to ignore or distort contradictory evidence
one dimensional thinking
a way of thinking that involves viewing something in terms of a single linear factor or scale.
Situational Leadership Theory
aa theory that explains how to match one's leadership style to the capabilities of the followers on a given task.
empathy
ability to recognize and understand another person's feelings and thoughts
information power
access to and control over important information
Idealized Influence
acting as a role model; holding followers' trust by acting consistently and showing dedication to them
What type of listening is Motivated to listen and give full attention when others are talking?
active
What types of listening requires cognitive attention and information processing unlike hearing?
active
types of listening styles
active, involved, passive, detached
Types of Change
adaptive, innovative, radically innovative
Characteristics of norming
agreement and consensus, clear roles and responsibilities, facilitation
high complexity situations
ambiguous and emotionally charged
multidemensional thinking
an ability to address many problems at once
invulnerability
an illusion that breeds excessive optimism and risk taking
The phase of organizational socialization that occurs before an individual actually joins an organization is ________ socialization.
anticipatory
Stages of Organizational Socialization
anticipatory socialization, encounter, change and acquisition
noise
any disturbance that interferes with the transmission and understanding of a message
Resistance to change
any thought, emotion, or behavior that does not align with real or potential changes to existing routines
What impression management technique is being shown here? "An employee says to his boss, "I'm sorry I made a mistake on the report. Please forgive me."
apologies
Strategic Alignment
articulate and reinforce clear values that enact strategic choice, aligning business strategy with culture
Ask for others' facts and stories
ask for other person's facts and story to get their perspective of the situation
non defensive communication
asking questions and making statements in an open and neutral manner
Nonrational Decision Making
assume that decision making is nearly always uncertain and risky, making it difficult for managers to make optimal decisions
System 2 (Slow Thinking)
attentional, slow, effortful, subjective experience of choice
tips for effective listening
be mindful, keep quit, paraphrase and summarize
What is the goal for any negotiation?
beat your BATNA
cultural norms
behavior patterns that are typical of specific groups
illusion of unanimity
belief that silence equals agreement
BATNA
best alternative to a negotiated agreement
Nonrational Decision Making is guided by _____.
bounded rationality
Characteristics of performing
clear vision and purpose, focus on goal achievement, delegation
types of hard tactics
coalition, pressure legitimizing tactics
Which of the following bases of power has a negative effect on the organizing framework?
coercive
The process by which people evaluate the meaning of events and demands on their own well-being is called _______ appraisal.
cognitive
he process by which people evaluate the meaning of events and demands on their own well-being is called _____ appraisal.
cognitive
internal forces for change
come from inside the organization
Known as the three Cs, what characteristics must team players possess in order for their team to be successful?
commitment, collaboration, competency
Outcomes of influence attempts
commitment, compliance, resistance
outcomes of influence attempts
commitment, compliance, resistance
A performance-based index of an individual's abilities to effectively use communication behaviors in a given context is communication _______.
competence
role conflict
conflict experienced when multiple roles are incompatible
Characteristics of storming
conflict, increased clarity of purpose, power struggles, coaching
What impression management technique is being shown here? "A manager tells his boss, "You're absolutely right on your reorganization plan for the western regional office. I couldn't agree with you more."
conformity
impression management techniques
conformity, favors, excuses, apologies, self-promotion, enhancement, flattery, exemplification
Leader behavior associated with creating mutual respect or trust while concentrating on the group members' needs and desires is called _______.
consideration
Functional conflict is also referred to as ____ or cooperative conflict.
constructive
functional conflict
constructive or cooperative conflict, characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take
When we ignore conflict, it is likely to:
continue or escalate
Three forms of trust
contractual, communication, competence
Facts are least ...
controversial, and least likely to offend
Lewin's Change Model: Unfreezing
create the motivation to change
Ending a relationship and talking to a coworker who has behaved offensively are examples of ___________.
crucial conversations
Hierarchy (Control) Culture
culture that has an internal focus and values stability and control -internal focus, formalized and structured work environment -efficiency, timeliness, reliability
Organizational development takes a distinctively _____ and ______ approach to solving conflicts and problems.
democratic, participative
Key External Forces for Change
demographic characteristics technological advancements shareholder, customer, and market changes social and political pressures
dysfunctional conflict
destructive conflict focused on emotions and differences between the two parties
Inspirational Motivation
develop and share an attractive vision of the future
The _____ method is used to foster a structured debate of opposing viewpoints prior to making a decision.
dialectic
highly different subcultures = _______ = ______
different values/goals, lower organizational performance
According to Fiedler's Theory, leaders are thought to have a _____.
dominant style
According to behavioral styles theory, leader behavior is more important than leader traits when it comes to _______.
effectiveness
Trait theory predicts leadership ____ and _____.
emergency, effectiveness
big 5 personality factors
emotional stability, extraversion, openness, agreeableness, conscientiousness
Which personality factors are correlated to leader emergence and leader effectiveness?
emotional stability, extraversion, openness, and conscientiousness
What happens when managers do not convey their messages clearly?
employees may not be able to do their job successfully and can lead to lower job satisfaction, lower job commitment, and lower job engagement
What are the values that employees actually exhibit based on their observations of what occurs on a daily basis?
enacted values
intellectual stimulation
encourages new thinking and experimentation
Recipient Characteristics & Resistance
-Resilience to change -Fear of the unknown -Fear of failure -Loss of status/job security -Peer pressure -Past success
obliging
-Tends to minimize differences and highlight similarities to please other party -Willingness to satisfy other person's interests
power
the means to enforce your will over others
intangible negotiation issues
The unspoken things: "winning", reputation, being fair, the relationship
retribution
if you dont do X, you will regret it! - punishment -anger
Stage 4 of Rational Decision Making
implement and evaluate the solution chosen
powerful people can...
- Intervene on behalf of subordinates - Get approval for expenditures - Get items on and off agendas - Maintain regular, frequent contact with top decision makers
cons of intuitive decision making
- subject to bias - may only consider one course of action
dominating
-"I win, you lose" tactics -The other party is ignored -Desire to satisfy one's own interests
Resistance
-Actively tries to avoid carrying out the request -Excuses, Delay, Go to higher authority, Sabotage, Outright Refusal
frequently used political tactics
-Building a network of useful contacts -Using Key players to support initiatives -Making friends with power brokers -Bending the rules to fit the situation -Self-promotion -integration -Attacking or blaming others -Using information as a political tool
relationship conflict
-Disagreements stemming from interpersonal issues within a team -Harmful to team performance and outcomes -Ignoring or interrupting others -Not giving credit -Lack of communication or trust
Change Agent Characteristics & Resistance
-Disruption of culture or group relationships -Personality conflicts -Lack of tact or poor timing -Leadership style -Failure to legitimize change
Why is communication important?
-Every managerial function involves some form communication -Every person's communication skills affect both personal and organizational effectiveness
outcomes of high quality leader member relationships
-Less employee turnover -More positive performance evaluations -Greater organizational commitment -greater participation
When do use reason?
-Needs are specific and short-term -Established exchange norms exist -There is adequate time to negotiate -Parties are viewed as trustworthy
avoiding
-Passive withdrawal form the problem and active suppression of the issue are common -don't want to deal with the conflict
commitment
-Person internally agrees with the decision or request -Is likely to make a great effort to carry out request
compliance
-Person is willing to carry out request to gain reward or avoid punishment -Likely to be apathetic and give up easily when obstacles are encountered
what causes conflict
-Personality differences -Irritating workplace behaviors -Unmet needs -Perceived inequities of resources/policies -Unclear roles -Competing responsibilities -Change poor management -Poor communication -Difference in work methods
organizational development process
1. Diagnosis 2. Intervention 3. Evaluation 4. Feedback
Four Functions of Organizational Culture
1. Establish organizational identity 2. Encourage collective commitment 3. Ensure social system stability 4. Act as sense-making device
Process of Culture Change
1. Formal statements 2. Slogans & sayings 3. Rites & rituals 4. Stories, legends, & myths 5. Leader reactions to crises 6. Role modeling, training, & coaching 7. Physical design 8. Rewards, titles, promotions, & bonuses 9. Organizational goals & performance criteria 10. Measurable & controllable activities 11. Organizational structure 12. Organizational systems & procedures
Tuckman's Stages of Group Development
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning
Five common conflict handling styles
1. Integrating 2. Obliging 3. Dominating 4. Avoiding 5. Compromising
Lewin's Change Model
1. Unfreezing 2. Changing 3. Refreezing
6 socialization tactics
1. collective vs. individual 2. formal vs. informal 3. sequential vs. random 4. fixed vs. variable 5. serial vs. disjunctive 6. investiture vs. divestiture
four relationship-oriented behaviors
1. consideration 2. empowerment 3. servant-leadership 4. ethical leadership
Flow of organizational culture
1. drivers of culture 2. organizational culture 3. organizational structure and internal processes 4. group and social processes 5. work attitudes and behaviors 6. overall performance
Drivers of Organizational Culture
1. founder's values 2. industry and business environment 3. national culture 4. organization's vision and strategies 5. behavior of leaders
Stages of rational decision making
1. identify the problem or opportunity 2. think up alternative solutions 3. evaluate alternatives and select a solution 4. implement and evaluate the solution chosen
Three Levels of Organizational Culture
1. observable artifacts 2. espoused values 3. basic assumptions
What are the 5 steps to having a crucial conversation?
1. share your facts 2. tell your story 3. ask for other's facts and stories 4. talk tentatively 5. encourage testing
four characteristics of organizational culture
1. shared concept 2. learned over time 3. influences our behavior at work 4. impacts outcomes at multiple levels
Three benefits of the rational decision making approach
1. the quality of the decision is likely to be enhanced 2. greater transparency surrounds the process 3. greater responsibility accompanies this approach
STATE Model
5 steps to having a crucial conversation
sources of position power
Centrality, Flexibility, Visibility, Relevance
too little conflict
Characterized by apathy, lack of creativity, indecision, and missed deadlines
too much conflict
Characterized by eroding performance, political infighting, dissatisfaction, lack of teamwork, and aggression
Non-rational decision making when picking a solution
Choosing a solution that meets some minimum qualifications, one that's "good enough" rather than optimal
enhancement
Claiming that something you did is more valuable than most other members of the organizations would think.
flattery
Complimenting others about their virtues in an effort to make yourself appear perceptive and likable.
task conflict
Disagreements about how a task should be done
Two types of negotiation
Distributive and Integrative
exemplification
Doing more than you need to in an effort to show how dedicated and hardworking you are.
favors
Doing something nice for someone to gain that person's approval.
Sender
Encodes or creates the messages, selects a medium
excuses
Explaining a predicament-creating event aimed at minimizing the apparent severity of the predicament.
How is Fiedler's contingency theory different than Situational Leadership Theory?
Fiedler's contingency theory does not suggest that the leader change his leadership behavior like the situational theory suggests. However, leaders should deal with situations that best match their dominant leadership style
soft tactics
Friendlier than and not as coercive as hard tactics
Cialdini's 6 principles of persuasion: reciprocity
Good and bad deeds should be repaid in kind is virtually universal
Criticality power
importance of your work to others
self-promotion
Highlighting your best qualities, downplaying your deficits, and calling attention to your achievements.
Two Internal Forces of Change
Human Resource Concerns (job dissatisfaction, bad productivity) and managers behavior (conflict, leadership)
detached listening
I am disinterested, bored, distracted, and/or inattentive during the conversation
active listening
I am fully invested by giving you my full attention when you are talking; expended energy by participating in the conversation
involved listening
I am partially invested by devoting some of my attention to listening; inconsistent participation in the conversation
Stage 1 of Rational Decision Making
Identify the problem or opportunity
Culture as a barrier to acquisition and mergers
Incompatible cultures can destroy an otherwise successful merger
Transformational Leadership
Induces followers to feel trust, admiration, loyalty, and respect for the leader, and followers become motivated to accomplish more than they originally expected they could.
transformational leader behaviors
Induces followers to feel trust, admiration, loyalty, and respect for the leader, and followers become motivated to accomplish more than they originally expected they could.
visibility power
Interacting with influential people in the organization, being widely known for your work
Clan (collaborate) Culture
Internal focus, flexibility valued Achieving effectiveness by encouraging collaboration, trust, and support Employee-focused
innovative change
Introducing a new practice to the organization
Organizational development process: Evaluation
Is the intervention working
Leadership-Member Exchange Theory
It emphasized that leaders must develop specialized, individual relationships with their followers.
passive listening
It is not my responsibility to be an active participant in the conversation; not an equal partner in the conversation
socialization: random progression
Lack of a specific order in progressing toward a goal
Fiedler's Situational/Contingency Theory
Leader effectiveness depends on the extent to which leader style matches the situation.
socialization: fixed timeline
Management setting a timetable for the assumption of role
subcultures
Multiple subcultures that either intensify the existing cultural understanding and practices or diverge from them.
socialization: sequential progression
Newcomer completes a fixed progression of steps culminating in new role
Socialization: serial mentor
Newcomer is socialized overtime with an experienced mentor
socialization: informal segregation
No effort to distinguish newcomer from more experienced members
socialization: variable timeline
No timetable, flexible scheduled based on contingences or other circumstances
socialization: investiture identity
Reinforcing newcomer's existing identity or self-concept.
framing bias
Relates to the manner in which a question is posed or framed
availability bias
Represents a decision maker's tendency to base decisions on information that is readily available in memory.
Change Agent-Recipient Relationship
Resistance reduced when there is a positive, trusting relationship
socialization: formal segregation
Segregating a newcomer from other organizational members during a defined period
socialization: divestiture identity
Stripping away newcomer's existing sense of self and reconstructing "self" in the organization's image.
Culture as a Barrier to Diversity
Strong cultures put considerable pressure on employees to conform
Market (compete) culture
Strong external focus and stability and control valued Competition Strong desire to deliver results and accomplish goals
When should you use Task Motivated Leadership vs. Relationship Motivated Leadership?
Task oriented leadership should be most effective in either high-control or low control situations and Relationship motivated leadership should be msot effective in moderate control situations
situational control
The amount of control and influence a leader has in a given environment.(high, moderate, low)
What is communication?
The exchange of information between a sender and a receiver.
Initiating-structure leadership
The extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for goal attainment
Delphi Technique
The group process that anonymously generates ideas or judgments from physically dispersed experts
socialization: disjunctive mentor
The newcomer is not provided an experienced mentor
prearrival
The period of learning prior to a new employee joining the organization
Feedback
The receiver's response to the sender's message
tangible negation issues
The things in the contract; price, delivery, quantitiy, other terms
What impression management technique is being shown here? "A salesperson says to a prospective client, "I've got two tickets to the theater tonight that I can't use. Take them. Consider it a thank-you for taking the time to talk with me."
favors
The receiver sends ____ through a medium.
feedback
What impression management technique is being shown here? "A new sales trainee says to her peer, "You handled that client's complaint so tactfully! I could never have handled that as well as you did."
flattery
servant leadership
focuses on increased service to others rather than to oneself
outgroup relationships
formal, interpersonal
Maintenance roles in a group are those that:
foster supportive interpersonal relationships
flexibility power
freedom to exercise your own judgement
Stage 2 of Rational Decision Making
generate alternative solutions
Ingratiation tactics
give flattery, praise, humility
exchange tactic
gives rewards and reciprocity
A role is a set of expected behaviors for a particular ______, while a _____ role is a set of expected behaviors for members of the group as a whole.
group
stereotyped views of opposition
group may underestimate opponents
workplace norms
guidelines governing appropriate interpersonal communication and relationships
Why is active listening important for managers?
helps understand employee thoughts and feelings, builds trust, avoids misunderstandings
A firm with a(n) _____ culture is more likely to develop reliable internal processes, extensive use of measurement, and implementation of a variety of control mechanisms.
hierarchy
Radically innovative change has ____ potential for resistance to change
high
Radically innovative change has _____ degree complexity, cost and uncertainty
high
task oriented leadership should be most effective in _____ situations.
high and low control
Trust is a foundation for ____.
high-funtioning teams
Intuitive-Based Nonrational Decision Making forms
holistic hunch, automated experience
Punctuated equilibrium is concerned with:
how a group functions in the face of change
role expectations
how others believe a person should act in a given situation
negotiation target
ideal goal. What you would rally like to get, but don't have to get
components of transformational leadership
idealized influence, inspirational motivation, intellectual stimulation, individualized consideration
Reciprocity
if you do X, you will receive Y rewards... -promise of future rewards -reward now for future behavior -reward you received from me in the past
mind guards
self-appointed protectors against adverse information
What impression management technique is being shown here? "A salesperson tells his boss, "Matt worked unsuccessfully for three years to try to get that account. I sewed it up in six weeks. I'm the best closer this company has."
self-promotion
What are the three parts of the communication process?
sender, message, receiver
norms
shared attitudes, opinions, feelings, or behaviors that guide individual and group behavior
What is vital to establishing intent of conversation?
sharing your facts
legitimating tactics
show request in within your authority, rules procedures or their responsibility
Crucial conversations occur when
stakes are high emotions are strong opinions vary
Share your facts
start with the facts alone, not your emotion-driven story
In-group relationships
strong test, respect based
internal forces for change may be _____.
subtle
contact hypothesis
suggests that the more members of different groups interact, the less intergroup conflict they will experience
Lewin's Change Model: Refreezing
supporting and reinforcing the change
positions
surface statements of where a person or organization stands
Every negotiation has two kinds of issues
tangible and intangible
Characteristics of adjourning
task completion, good feeling about achievements, recognition
A group's_____ roles enable it to pursue its purpose, while its ______ roles support its interpersonal relationships.
task, maintenance
Plans that outline exactly what the team is to do such as goal setting and defining member roles are _____.
team performance strategies
coervice power
the ability to use threats and punishment to gain compliance
Why are we not rational when we make decisions in complex situations?
the conditions for optimization are hard to meet, given cost, time, and resource constraints
Cohesion
the emotional attraction among group members
consideration leadership
the extent to which a leader is likely to have job relationships characterized by mutual trust, repeat fo subordinates' ideas and regard for their feelings
psychological safety
the extent to which people feel safe to express their ideas and beliefs without fear of negative consequences
message
the information transmitted through a medium