MGMT3000 Lyons Exam 3
Primary Leadership Behaviors
(A) focusing on the task (B) focusing on the people
Patterns in charismatic leaders
1) Exhibit extreme self-confidence about their values 2) Possess willingness to take personal risks 3) Have a strong moral conviction to exercise their power positively 4) Communicate vision through powerful imagery, symbolism, and metaphor
Steps in exercising power through influence
1. Choose an influence style and influence tactics 2. Use specific influence principles 3. Build sources of interpersonal power 4. Assess performance
Employee reactions to the exercise of power
1. Commitment 2. Compliance 3. Resistance WILL BE ON EXAM!! Jeopardy review: commitment is what you want, resistance is what you don't want when wielding power
Top Executives Power
1. Determine the distribution of resources 2. Maintain centrality in the organization 3. Have broad access 4. Control decision criteria
Contingency theories under leader, follower, situation perspective of leadership
1. Fiedler's Contingency Model 2. Hershey and Blanchard's Situational Leadership Theory 3. House's Path-Goal Theory of Leadership
Stages of Team Development
1. Forming 2. Storming 3. Norming 4. Performing 5. Adjourning On Jeopardy video: says it will be on exam!!
3 Process Theories of Motivation
1. Goal-setting theory 2. Expectancy theory 2. Equity Theory
Traits and skills theories under leader perspective of leadership
1. Great Man Theory 2. Traits-Based Theory 3. Skills Based Theory
Sources of Conflict
1. Interdependence of relationships (power) 2. Scarcity of resources - When people or departments compete for scarce resources, power is often used to determine outcomes 3. Disagreements about priorities !!WILL BE ON EXAM!!
Forms of Interpersonal Power
1. Legitimate Power 2. Reward Power 3. Coercive Power 4. Expert Power 5. Referent Power ie. the interpersonal power assessment !!WILL BE ON EXAM!!
4 Content Theories of Motivation
1. Maslow's Hierarchy of Needs 2. ERG theory 3. Herzberg's Two-Factor Theory 4. Acquired Needs Theory
Factors that impact decision making
1. Noise (inconsistent variabilities of judgement) - Incomplete, imperfect, or misleading information 2. Biases (consistent variations of judgement) - tendency, inclination, or prejudice toward or against something or someone 3. Lack of experience - limited ability or background to process information 4. Limited time to decide 5. Conflicting preferences, incentives, or goals of various stakeholders
Sources of Positional and Personal Power
1. Positional power: Power that comes from an individual's formal place within an organization's structure (specific rank or title) ex. Jere Morehead 2. Personal power: Power that is obtained from having personal attributes that others desire ex. Regina George 3. Relational power: Power gained from the networks to which an individual belongs, the people in those networks, and the strength of the relationships within the networks ex. Haynes King unanimously voted as GT FB captain *Note: personal is org power NOT in formal power to act like legitimate power !!WILL BE ON EXAM!!
Two types of net powers
1. Positive net power (others depend on you) 2. Negative net power (you depend on others)
Components of Effective Team Process
1. Purposeful and rigorous decision making 2. Effective participation and meaningful influence 3. Constructive conflict (ie. cognitive conflict = good conflict) In jeopardy video
8 types of biases in management
1. Status quo: favor "here and now", reject potential change 2. Sunk cost fallacy: Continuing with a course of action because you already have invested 3. escalation of commitment: Committing to course of action beyond the level suggested by rationality to justify previous commitments 4. loss aversion: feel losses more acutely than gains of the same amount, making one more risk-averse than rational 5. confirmation bias: seek information that confirms a decision Jeopardy question! 6. anchoring: first offer made in a negotiation, to serve as the reference point 7. framing: way a proposal is worded and presented can significantly alter the way a person evaluates the proposal 8. Hindsight: people convince themselves after an event that they accurately predicted it 1,3,4, 6, & 7 in jeopardy video
Benefits of Higher Employee Engagement
1. Stronger financial performance 2. Lower employee turnover 3. Increased employee morale
Dominant leadership styles of managers under leader perspectives of leadership
1. Task-oriented behavior 2. Relations-oriented behavior 3. Blake and Mouton Managerial Grid
Three perspectives on leadership
1. The leader 2. The leader & the followers 3. The leader follower, and situation
Leader and Membership theories under leader and follower perspective of leadership
1. Transformational Leadership 2. Transactional Leadership 3. Leader Member Exchange Theory
4 Areas of Relational Power
1. centrality: where one is located in network, affects ability to be influential 2. breadth: Types of networks, diversity of contacts within those networks a. task b. career c. social 3. depth: strength of a person's network 4. portability of relationships
Team decision-making process
1. identify and explore problem 2. prioritize evaluation criteria 3. generate possible solutions 4. review possible solutions 5. complete task and review process = practical application of rational decision making process In jeopardy video: he likes this one more than rational, just be familiar w both
According to Fiedler's Contingency Model what factors determine favorability of leadership situation?
1. leader-member relations: quality of relationships 2. task structure: extent to which standard procedures are put in place to complete a task 3. positional power: extent to which leader has authority to evaluate performance and administer rewards/punishments Ex. (from chart) moderately favorable conditions when... Task-oriented leaders - leader-member relations are good, task structure is low, and positional power is good Relations-oriented leaders - leader-member relations are good, task structure is low, and positional power is low
Characteristics of a team
1. team composition and size 2. collocated and geographically distributed 3. manager-led vs self-directed 4. leveraging diversity
Management-by-exception
A method of leadership that dictates when leaders should intervene to increase a subordinate's effort to meet standards
Dependence asymmetry
A phenomenon that exists when a party is more dependent on a business partner than a business partner is on that party - the greater the asymmetry --> the greater power
Bounded rationality
A set of boundaries or constraints that tend to complicate the rational decision-making process conditions in which decision maker actually makes decisions!
Negative reinforcement
Act of removing an aversive condition in response to a desired behavior ex. not having to take the final because you got a good enough grade on the other assignments !!WILL BE ON EXAM!!
Rational decision making process
Assumes conditions of certainty, reality always includes ambiguity Conditions of Certainty: individuals have all the information they need to make the best possible decision (doesn't exist) Ambiguity: a. Situations characterized by uncertainty and risk; optimal decision is not clear or obvious b. Decision-maker has information but does not have complete information about either 1) alternative courses of action or 2) possible outcomes for each course of action On jeopardy video
Relations-oriented behavior
Behaviors that prioritize interpersonal relationships, the value of workers as humans, and a strong commitment to the unit and its mission !!WILL BE ON EXAM!!
Leveraging Diversity in teams
Benefits of diversity: - Promotes creative and innovative solutions over the long term - Provides access to more complementary information and expertise - Opens up broader and wider networks for the generation of multiple ideas and approaches Drawbacks of diversity: - Loss of speed and efficiency - Lack of commonality in experience and viewpoints - Misunderstandings due to miscommunication
Cognitive vs. Affective Conflict
Cognitive conflict: members disagree because of different experiences and expertise Affective conflict: results in hostility, anger, resentment, distrust, cynicism, and apathy. What does it mean for team? C-type is strongly associated with improvements in team performance, whereas affective A-type is strongly associated with decreases in team performance. Maximize constructive, cognitive conflict, while minimizing destructive, affective conflict!! !! WILL BE ON EXAM!!! - know cognitive is connected to effective teams - know affective is tied to diversity as well
Collocated and Geographically Distributed Teams
Collocated: significant amount of face-to-face communication for operating decisions, quick feedback on team's progress to one another, lots of social interaction Geographically distributed: dispersed and rely heavily on technological tools
Daniel Pink's Three Intrinsic Motivational Factors
Contingent (extrinsic) rewards only improve rudimentary, repetitive, left brain tasks and instead harm right-brain, creative, innovative, problem-solving, critical thinking tasks so.... Three Intrinsic Motivational Factors 1. Autonomy 2. Mastery 3. Purpose ----> leader to better performance, higher employee engagement, and higher employee satisfaction What theory of motivation was he inspired by? Herzberg's two factor theory In Jeopardy video
What is the source of all power?
DEPENDENCE ASSYMETRY
Social loafing
Disengaging from the team process and failing to contribute to the team's recommendations or other deliverables
Goal Setting Theory of Motivation
Employees should have specific, challenging goals but a manager needs to ensure an employee truly accepts a goal What must they do? 1) setting goals participatory 2) making goals public 3) obtaining top management's support Method? Follow SMART goals Specific --> Measurable --> Attainable --> Relevant --> Timebound IF YOU REMEMBER NOTHING ELSE ABOUT THIS THEORY J REMEMBER GOALS SET MUST BE ACCEPTED!!
Great Man Theory of Leadership
Explained leadership by examining the traits and characteristics of individuals considered to be historically great leaders "greater leaders born not made"
Contingent reward
Falls under transactional leadership style Carrot-and-stick-method: the exchange process between leaders and followers in which leaders offer rewards to subordinates in exchange for their services ex. If you write my paper, I'll buy you dinner
Skills-Based Theory of Leadership
Four leadership skills that create a great leader 1. cognitive - understand internal/external environments, make decisions with sound reasoning, and communicate effectively 2. technical - leader's knowledge about an organization/job-related activities 3. interpersonal - ability to interact w/ others 4. character - core values and fundamental beliefs that drive behavior in variable situations
Maslow's Heirarchy of Needs
Individuals have multiple needs that must be fulfilled in a specific hierarchical order to ensure the greatest level of satisfaction The Goal? Reach intrinsic rewards at top where you receive job autonomy and gain motivation through Mastery & Purpose !!WILL BE ON EXAM!!
Fiedler's Contingency Model
Leader effectiveness is contingent on whether the person's natural leadership style is appropriately matched to the situation, leaders incapable of changing leadership styles What are the two types of leadership styles? 1. Task-oriented 2. relations-oriented What is it connected to? Blake-mouton managerial grid !!WILL BE ON EXAM!! - which is more effective? relations oriented
Hershey and Blanchard's Situational Leadership Theory
Leaders have the flexibility and range of skills to adapt their leadership behavior How is leadership type determined? 1. amount of task-related behaviors a leader exhibits 2. amount of relationship-oriented behaviors a leader exhibits 3. level followers are mature enough to perform a specific task, function, or objective Jeopardy video: definition + grid on video
Manager-led vs. Self-directed teams
Manager-led team Vertical teams: manager and his or her subordinates in the formal chain of command in one functional department Horizontal teams: employees from same hierarchal level but several different departments in organization (aka cross functional) Self-directed team: team members' ability to determine their own objectives and the methods by which to achieve them (aka autonomous team)
Relationship Life Cycle
Phases in which a leader and follower undergo a process that dictates whether followers become part of the in-group or out-group 1. Stranger phase: leader/subordinate interactions based off formal and organizational based policies 2. Acquaintance phase: leader offers subordinate chance to increase their responsibility and the subordinate must accept the new role 3. Mature Partnership Phase: develop strong mutual trust, respect, and obligations
Theory of Operant Conditioning
Positive and negative reinforcement increases behavior while punishment and extinction decrease behavior Negative and positive = good punishment and extinction = bad
Reinforcement Theory
Positive and negative reinforcements can induce certain behaviors Which content theories of motivation is it consistent with? Herzberg's Two-Factory Theory and Daniel Pink's Proposition How? a. people are motivated by intrinsic rewards which are shaped by how tasks are set up by the org (pink) b. Orgs that are successful in creating a highly-motivated workforce provide opportunities for employees to engage in meaningful tasks and tied to overall management goals (pink) c. When employees believe what they are doing is valued and appreciated, they will be more satisfied and less likely to leave to seek alternative employment (two-factor) d. Employee engagement also is generated when individuals feels a sense of ownership and accountability for their work—i.e., autonomy (pink) !!KNOW GENERALLY WHAT THIS THEORY IS FOR EXAM!!
Expert Power
Power based on an individual having specialized knowledge or skills ex. Olympic athlete can train/critique recreation kids on skills
Referent Power
Power based on the personal liking an individual has for another ex. Sister can tell brother what they are eating for dinner because they love and respect them
Coercive Power
Power that gives someone the ability to punish another for his or her behavior ex. School district giving Principal ability to punish students for absences
Reward Power
Power that gives someone the ability to reward another for his or her behavior ex. Teachers can pick star student of the week
Legitimate Power
Power that is based on the formal position an individual holds in an organization (formal power to act) ex. CFO can fire financial manager
Programmed vs. Nonprogrammed decisions
Programmed: decisions that are made in response to recurring organizational problems that require individuals to follow established rules and procedures (ex. due to multiple pregnancy scares, birth control and a condom must be used every time) Nonprogrammed: decisions made in response to novel, poorly defined, or unstructured situations that require managers to use their best judgements (ex. You are having unprotected sex, do you pull and pray, risk it all, and/or buy plan B?)
Cognitive heuristics
Rules of thumb or short-cuts that individuals use to save time when making complex decisions Some types of heuristics 1. availability - assess the probability of an event by the degree to which instances of that event are readily available in memory (ie. anchoring) 2. representativeness - look for traits in another person or situation that corresponds with previously formed stereotypes 3. adjustment - make estimates or choices based on starting point/ first impression - source of the power of anchoring (bias) or priming. 1 and 3 in jeopardy video
Three influencing styles of power
Step (1) 1. Pushing styles: a. persuading: creating solutions, making strong arguments b. asserting: setting expectations, providing feedback, and exchanging assistance 2. Pulling styles: a. bridging: engaging others, listening, sharing personal information b. attracting: creating common ground, communicating goals 3. Moving away style Disengaging: postponing, changing the subject, taking a break, or avoiding interaction altogether
Six Principles of influence
Step (2) 1. Reciprocation - Leveraging the Law of Reciprocity 2. Commitment and consistency - individual will encounter personal and interpersonal pressures to behave consistently with the commitment 3. The social proof - evaluate what is correct by listening to or observing others 4. Liking - someone will be more likely to say yes to whom they like 5. Authority - individuals will follow orders even when they don't agree with the other person's position and authority in the hierarchy 6. Scarcity - opportunities seem more valuable when their availability is limited 1, 2, anf 6 in jeopardy video!!
Ways to build interpersonal power
Step (3) 1. building expertise 2. increasing effort 3. developing legitimacy over time 4. Improving attractiveness
Performance Measures
Step (4) 1. Input and feedback from others 2. Formal feedback from supervisors 3. Self-monitoring
Organizational power audit
Steps to using power and influence to achieve goals 1. identify interdependencies 2. determine sources of power 3. analyze differences in goals, values, stakes, and working styles 4. analyze the broader context 5. periodically update the diagnosis
Leadership substitutes and neutralizers under leader, follower, situation perspective of leadership
Substitutes: Aspects of a situation that make leadership unnecessary ex. a team meshes well and doesn't need managerial intervention to complete assignment successfully Neutralizers: Aspects of a situation that hinder a leader's ability to act a particular way ex. subordinate and leader are based in opposite time zones making it difficult to critique or compliment employee
System 1 vs. System 2 Decision Making
System 1 = intuitive decision making - cognitive heuristics - unconscious biases System 2 = rational decision making Jeopardy video: question on intuitive
Team composition and size
Team composition: - Individually engaged and motivated to solve specific problem or common purpose/agenda - Equally committed to a task - Possess strong interpersonal skills required to function effectively as a team - proficient in the technical skills required by nature and challenge of the task - shared sense of mutual accountability Team size: - Large teams can be difficult to get to know one another, subgroups form - Small teams lack diversity and knowledge found in large teams
teams vs work groups
Teams: two or more people w/ complementary skills who are committed to working together to achieve a specific objective ex. group of attorneys across firm work together to defend nationwide class action lawsuits against not-for-profit hospitals Work groups: clearer structure and effective at achieving a group's goals ex. Banking or litigation department w/n firm Jeopardy video: says will be on exam. know basic understanding!
Transactional Leadership
The process of a leader providing something the subordinates want How? 1. contingent reward 2. Management-by-exception a. active b. passive
Empowerment
The process of sharing power with subordinates and pushing decision making and implementation to the lowest possible level, increasing the influence and autonomy of all employees
Expectancy Theory of Motivation
Three areas of expectation for employees to be motivated 1. lead to good performance "expectancy" 2. good performance will be rewarded "instrumentality" 3. rewards will be attractive to them "valence" What is it tied to? House's Path-Goal Theory of Leadership (his favorite theory) !!WILL BE ON EXAM!!
Traits-Based Theory of Leadership
Tried to reveal a set of universal traits and skills that are relevant in all leadership situations
Theory X and Theory Y Manager
Two different approaches to management Theory X: extrinsic motivators Theory Y: intrinsic motivators
Extincition
a behavior stops because it has ceased to be rewarded or punished ex. babies/toddlers quit using pacifiers !!WILL BE ON EXAM!!
Punishment
act of presenting an aversive stimulus in response to an undesired behavior ex. spray water at dog to get them to stop barking !!WILL BE ON EXAM!!
Positive reinforcement
act of rewarding a desired behavior ex .1 giving your gf a cookie when she goes to your basketball game !!WILL BE ON EXAM!!
Valence
attractiveness or desirability of various rewards or outcomes the same reward or outcome will be attractive to some people, disliked by others, and will not make much difference one way or the other to others
Blocking behaviors
behaviors that inhibit the team and its members from achieving their objectives
Task-oriented behavior
behaviors that prioritized the accomplishment of a task in an efficient and reliable way !!WILL BE ON EXAM!!
Satisficing
choosing a solution that is good enough On jeopardy video
Active Management-by-exception
constantly monitor employees to make sure they are meeting standards and avoiding mistakes. If subordinates deviate from their desired performance, managers can take immediate action to correct performance ex. You work at Dunkin' and the owners watch the cameras and immediately call the second anything looks wrong to tell employees to fix it to ahead of a possible mistake
Leader-Member (LMX) Exchange Theory
focuses on the ways in which leaders treat followers differently, and as a result, develop unique relationships with each member Types of relationships 1. In-group 2. Out-group Jeopardy video: should know it and all the components for exam. the most important in family of leadership theories
What is the opposite of cognitive conflict?
group think !!WILL BE ON EXAM!!
Acquired Needs Theory
individuals are driven or motivated by three types of needs... 1) need for achievement 2) need for affiliation 3) need for power (personalized and socialized) Three types of manager orientations 1. achievement-oriented 2. affiliation-oriented 3. Socialized Power-oriented !!CHART ATTACHED WILL BE ON EXAM (SLIDE 19)!!
ERG Theory
individuals are motivated by three primary needs, but if a higher need is not being met you can go down to redouble efforts to compensate What is new? condensed Maslow's hierarchy into three primary needs Three Primary Needs 1. Existence (basic physical needs) - Extrinsic -----> 2. Relatedness (connection w/ others) Extrinsic/Intrinsic -----> 3. growth (personal development) Intrinsic !!ONE QUESTION MAYBE ON EXAM!!
Charismatic leaders under leader perspectives of leadership
individuals who arouse strong followership through inspirational visions or compelling personal attributes
Norms
informally agreed-on standards that regulate team behavior (ie. Team culture)
Passive Management-by-exception
managers should take corrective action only when subordinates fall below expectations. Passive MBE avoids micromanaging and allows subordinates to work more autonomously ex. At the end of the month the sales team meets with the sales manager to see where their numbers are at to see if below par and if so problem solve then
House's Path-Goal Theory of Leadership
most important aspect in leadership is the follower's expectation that a task can be accomplished and that it will lead to rewards How is it determined? 1. task characteristics 2. leader behaviors 3. subordinate's characteristics What is it tied to? Expectancy theory of motivation (his favorite theory) !!WILL BE ON EXAM!!
Interdependence
one party requires another party's assistance to achieve a goal
Herzberg's Two-Factor Theory
one set of conditions drives dissatisfaction, one set of conditions drives satisfaction What should you do? create more intrinsic motivation through vertical job loading in jobs that aren't naturally rewarding/motivating How is this done? Motivators ---> Satisfaction (intrinsic) Hygiene factors ---> Dissatisfaction (extrinsic)
Equity Theory of Motivation
people will compare their own circumstances to peers to make sure that rewards are equitable and seek fairness in the ways they are rewarded Perception is key to all comparisons! What do they do if they perceive it is not equitable? - Decrease or withhold inputs - increase outcomes. - rationalize or distort inputs to outcomes. - change the referent. - leave
Expectancy
perceived relationship between effort and performance If strong --> hard work and effort will result in good performance, so they work harder If weak --> employees figure no matter what they do or how hard they work, they won't be able to perform their jobs successfully, so they don't work as hard
Instrumentality
perceived relationship between performance and rewards If strong --> employees believe improved performance will lead to better and more rewards, so they choose to work harder If weak --> employees don't believe better performance will result in more or better rewards, so they choose not to work as hard
Power
potential of one individual or a group to influence behavior, thinking, or attitudes of another individual or group
When to use teams over work groups?
projects or activities are complex and require the collective expertise of multiple individuals 3 factors 1. task complexity 2. task interdependence 3. task objectives
Conformity
the action of people behaving in line with a group's expectations and beliefs
Motivation
the desire, stimulus, or incentive to pursue a particular course of action Two types of rewards 1. extrinsic (ex. pay, promotions, status) 2. intrinsic (ex. self-direction, autonomy, interesting/challenging work) Jeopardy video: types of rewards
Participation
the extent to which individuals engage in the process of generating solutions and articulating their opinions and perspectives
Influence
the means or vehicle by which power is exercised
Decision making
the process of identifying issues and making choices from alternative courses of action
Transformational Leadership
the set of behaviors that leaders use to transform, or change, their organization and individuals for the better Behaviors 1. Charisma and vision 2. Inspirational motivation 3. Intellectual simulation 4. Individualized consideration
Blake and Mounton's Managerial Grid
two-dimensional grid showing leaders different levels of task-oriented and relations-oriented behaviors --> results in particular styles of leadership !!WILL BE ON EXAM!! Jeopardy video: know labels!
Joint dependence
when two firms are equally dependent on the other
