Sports Leadership Exam 2 Study Guide

What are Values?

"constructs representing generalized behaviors or states of affairs that are considered by the individual to be important." Someone who values personal integrity may be forced to resign from an unethical company. Values are learned through socialization become internalized and affect behavior. Thus values play a central role in one's overall psychological makeup and can affect behavior in a variety of situations.

Know the definition of upward ethical leadership.

"leadership behavior enacted by individuals who take action to maintain ethical standards in the face of questionable moral behavior by higher- ups." The general quality of an organization's ethical climate affects whether or not employees raise ethical concerns. a) ETHICAL CLIMATES refer to those in which ethical standards and norms have been consistently, clearly, and pervasively communicated throughout the organization and embraced and enforced by organizational leaders in both word and example. b) UNETHICAL CLIMATES are those in which questionable or outright unethical behavior exists with little action taken to correct such behavior, or (worse) where such misbehavior is even condoned.

What are the four generalizations that can be made about power and influence?

1. Effective leaders typically take advantage of their sources of power. 2. Leaders in well-functioning organizations have strong influence over their subordinates, they are also open to being influenced by them. 3. Leaders vary in the extent to which they share power with subordinates. 4. Effective leaders generally work to increase their various power bases (whether referent, expert, reward or legitimate.)

Kidder's three principles for resolving ethical dilemmas.

1. Ends-based thinking: is often characterized as "do what's best for the greatest number of people." It is also known as utilitarianism in philosophy, and it's premised on the idea that right and wrong are best determined by considering the consequences or results of an action. 2. Rule-based thinking: is consistent with Kantian philosophy and can be colloquially characterized as "following the highest principle or duty." This is determined not by any projection of what the results of an act may be but rather by determining the kinds of standards everyone should uphold all the time, whatever the situation. 3. Care-based thinking: describes what many think of as the Golden Rule of conduct common in some form to many of the world's religions: "Do what you want others to do to you." In essence, this approach applies the criterion of reversibility in determining the rightness of actions.

Know the five sources/bases of power by which an individual can influence others, according to French and Raven. A) Know the definitions of each source/bases of power.

1. Expert Power Expert power is the power of knowledge. Some people can influence others through their relative expertise in particular areas. Because expert power is a function of the amount of knowledge one possesses relative to the rest of the members of the group, it is possible for followers to have considerably more expert power than leaders in certain situations. For example, new leaders often know less about the jobs and tasks performed in a particular work unit than followers do, and in this case the followers can potentially wield considerable influence when decisions are made regarding work procedures, new equipment, or the hiring of additional workers. 2. Referent Power the potential influence one has due to the strength of the relationship between the leader and the followers. When people admire a leader and see her as a role model, we can say she has referent power. Referent power often takes time to develop, but it can be lost quickly. Ex. Tiger Woods. A leader who has developed a strong relationship with a follower and may be reluctant to discipline the follower for poor work or chronic tardiness because such actions could disrupt the nature of the relationship street; the stronger the relationship, the more influence leaders and followers exert over each other. 3. Legitimate Power Depends on a person's organizational role. It can be thought of as one's formal or official authority. The head of an organization may be a true leader, but he or she also may not be. Effective leaders often intuitively realize they need more than legitimate power to be successful. Before he became president, Dwight Eisenhower commanded all Allied troops in Europe during WWII. In a meeting with his staff before the Normandy invasion, Eisenhower pulled a string across a table to make a point about leadership. He was demonstrating that just as you can pull a string, not push it, officers must lead soldiers and not push them from the rear. It is also possible for followers to use their legitimate power to influence leaders. In these cases, followers can actively resist a leader's influence attempt by doing only work specifically prescribed in job descriptions, bureaucratic rules, or union policies. For example, many organizations have job descriptions that limit both the time spent at work and the types of tasks and activities performed. 4. Reward Power involves the potential to influence others through control over desired resources. The potential to influence others through the ability to administer rewards is a joint function of the leader, followers, and the situation. Leaders vary considerably in the types and frequency with which they give rewards, but the position they fill also helps determine the frequency and types of rewards administered. Ex. (Employees of the month at KFC are not given new cars.) 5. Coercive Power the potential to influence others through the administration of negative sanctions or the removal of positive events. Coercive power, like reward power, can be used appropriately or inappropriately. It is carried to its extreme in repressive totalitarian societies. One of the most tragic instances of coercive power was the cult led by Jim Jones, which unbelievably self-exterminated in an incident known as the Jonestown massacre. Virtually all of the 912 people who died there drank, at Jones's direction, from large vats of a flavored drink containing cyanide. The submissiveness and suicidal obedience of Jones's followers during the massacre were due largely to the long history of rule by fear that Jones had practiced. It is also possible for followers to use coercive power to influence their leader's behavior. For example, a leader may be hesitant to take disciplinary action against a large, emotionally unstable follower. Followers can threaten leaders with physical assaults, industrial sabotage, or work slowdowns and strikes, and these threats can modify a leader's behavior.

What are the situational factors that can affect power and influence? (six factors)

1. Furniture arrangement 2. Office size and type 3. Prominently displayed symbols 4. Appearances of title and authority 5. Choice of clothing 6. Presence or absence of crisis

What are the four biases that can affect our moral decision making? A) Be able to know the difference between them.

1. Implicit prejudice: Although most people purport to judge others by their merits, research shows that implicit prejudice often distorts their judgements. The insidious nature of implicit prejudice lies in the fact that one is by nature unconscious of it. In the case of implicit prejudice, judgements about some group are systematically biased without their awareness. 2. In-group favoritism: Most of us can readily point to numerous favors and acts of kindness we've shown towards others, and we understandably regard such acts as indicators of our own generosity and kindly spirit. If the whole pattern of one's generous acts were examined, however, ranging from things like job recommendations to help on a project, there is typically a clear pattern to those whom we've helped: most of the time they're "like us." This may not seem surprising, but one needs to consider who's not being helped: people "not like us." 3. Overclaiming credit: We may fool ourselves about the moral virtue of our own decision making. In many kinds of ways we tend to overrate the quality of our own work and our contributions to the groups and teams we belong to. 4. Conflicts of interest: Sometimes, of course, we may be conscious of a potential conflict of interest, as when you benefit from a recommendation to someone else (such as getting a sales commission for something that may not be in the consumer's best interest).

What are the three components of moral potency?

1. Moral ownership: A felt sense of responsibility not only for the ethical nature of one's own behavior but also for one's commitment not to allow unethical things to happen within the broader sphere of influence including others and the organization. 2. Moral courage: The fortitude to face risk and overcome fears associated with taking ethical action. 3. Moral efficacy: Belief or confidence in one's capability to mobilize various personal, interpersonal, and other external resources to persist despite moral adversity.

What is the Five Factor Model (FFM) or OCEAN model of personality?

1. Openness to experience 2. Conscientiousness 3. Extraversion 4. Agreeableness 5. Neuroticism

What are the four qualities of leadership that engender trust?

1. vision-who pull people together on the basis of shared beliefs and a common sense of organizational purpose and belonging. 2. empathy- We tend to trust leaders who demonstrate empathy with us- who show they understand the world as we see and experience it. 3. Consistency- We trust leaders who are consistent. This does not mean that we only trust leaders whose positions never change, but that changes are understood as a process of evolution in light of relevant new evidence. 4. Integrity- We tend to trust leaders whose integrity is strong, who demonstrate their commitment to higher principles through their actions.

What are the four groups of people who would be surveyed when conducting a 360-degree feedback analysis?

360-degree (multirater, feedback) tools allow managers to gather accurate information from peers and direct reports about their on-the-job behaviors and leadership effectiveness. Leaders who received 360-degree feedback had higher performing work units. Should inform leaders about themselves. Provides insight into self- and others' perceptions. Practically all of the Global 1,000 companies are using some type of multirater feedback instrument for managers and key contributors. The four groups of people are 1. Boss 2. Self 3. Direct reports 4. Peers

What are the four common ethical dilemmas that Kidder identified?

A far more common yet still challenging ethical dilemma involves choosing between two "rights." 1. Truth versus loyalty: such as honestly answering a question when doing so could compromise a real or implied promise of confidentiality to others. 2. Individual versus community: such as whether you should protect the confidentiality of someone's medical condition when the condition itself may pose threat to the larger community. 3. Short-term versus long-term: such as how a parent chooses to balance spending time with children now as compared with investments in a career that may provide greater benefits for the family in the long run. 4. Justice versus mercy: such as deciding whether to excuse a person's misbehavior because of extenuating circumstances or a conviction that he or she has "learned a lesson."

What is the the leadership grid showing us?

Alternative conceptualizations focus on: a. Identifying key leadership behaviors b. Determining if these behaviors have positive relationships with leadership success. c. Developing behaviors related to leadership success. The Leadership Grid profiles leader behavior on two dimensions: Concern for people and concern for productions

Trait approach

Although useful insights about personality have come from many different theories, most of the research addressing the relationship between personality and leadership success has been based on the trait approach, and the emphasis is most appropriate here.

What were the four categories of leadership behaviors that were identified by the University of Michigan? A) Are they similar to the findings of OSU?

Both goal emphasis and work facilitation are job-centered dimensions of behavior similar to the initiating structure behaviors described earlier. GOAL EMPHASIS behaviors are concerned with motivating subordinates to accomplish the task at hand, and WORK FACILITATION behaviors are concerned with clarifying roles, acquiring and allocating resources, and reconciling organizational conflicts. Leader support and interaction facilitation are employee-centered dimensions of behavior similar to the consideration dimension of the various Ohio State questionnaires. LEADER SUPPORT includes behaviors where the leader shows concern for subordinates; INTERACTION FACILITATION includes those behaviors where leaders act to smooth over and minimize conflicts among followers. page 247

What are the four major categories that competency models fall into?

COMPETENCY MODELS describe the behaviors and skills managers need to exhibit if an organization is to be successful. According to Hogan and Warrenfelz, the skills and behaviors found in virtually every organizational competency model fall into one of four major categories: 1. INTRAPERSONAL SKILLS are leadership competencies and behaviors having to do with adapting to stress, goal orientation, and adhering to rules. These skills and behaviors do not involve interacting with others, and they are among the most difficult to change. 2. INTERPERSONAL SKILLS are those that involve direct interaction, such as communicating and building relationships with others. These skills are somewhat easier to develop. 3. LEADERSHIP SKILLS are skills and behaviors concerned with building teams and getting results through others, and these are more easily developed than the skills and behaviors associated with the first two categories. 4. BUSINESS SKILLS are competencies concerned with analyzing issues, making decisions, financial savvy, and strategic thinking.

What are the two dimensions of behavior that were identified by Ohio State researchers using the Leader Behavior Description Questionnaire (LBDQ)? A) What do they mean?

Collectively, the Ohio State University studies developed a series of questionnaires to measure different leader behaviors in work settings. These researchers began by collecting over 1800 questionnaire items that described different types of leadership behaviors. In analyzing the questionnaires from thousands of subordinates, the statistical pattern of responses to all the different items indicated that leaders could be described in terms of two independent dimensions of behavior called consideration and initiating structure. 1. CONSIDERATION refers to how friendly and supportive a leader is toward subordinates. Leaders high in consideration engage in many different behaviors that show supportiveness and concern, such as speaking up for subordinates' interests, caring about their personal situations, and showing appreciation for their work. 2. INITIATING STRUCTURE refers to how much a leader emphasizes meeting work goals and accomplishing tasks. Leaders high in initiating structure engage in many different task-related behaviors, such as assigning deadlines, establishing performance standards, and monitoring performance levels.

Which three competencies are needed to drive community change efforts?

Community leadership is the process of building a team of volunteers to accomplish an important community outcome. Ex. raise funds for a new library or gathering volunteers for a blood drive. Three competencies are needed to drive community change efforts successfully: 1. FRAMING is the leadership competency of helping a group or community recognize and define its opportunities and issues in ways that result in effective action. Framing helps the group or community decide what needs to be done, why it is important that it be done, and how it is to be done, and communicate that in clear and compelling ways. 2. BUILDING SOCIAL CAPITAL is the leadership competency of developing and maintaining relationships that allow people to work together in the community across their differences. Just as financial capital allows individuals to make choices about what they can purchase, such as buying a new television, car, or house, social capital allows a community leader to make choices about which community change initiatives or projects are likely to be successful. 3. MOBILIZATION- Engaging a critical mass to take action to achieve a specific outcome is the leadership competency of mobilization. Community leaders will have achieved a critical mass when they have enough human and other resources to get what they want done.

What is the difference between personalized power and socialized power?

Individuals who have a high need for PERSONALIZED POWER are relatively selfish, impulsive, uninhibited, and lacking in self-control. These individuals exercise power for their own needs, not for the good of the group or the organization. SOCIALIZED POWER, on the other hand, implies a more emotionally mature expression of the motive. Socialized power is exercised in the service of higher goals to others or organizations and often involves self-sacrifice toward those ends. It often involves empowering, rather than an autocratic, style of management and leadership.

What qualities are found in intelligent leaders?

Intelligence is a person's all-around effectiveness in activities directed by thought. Intelligent leaders: 1. Faster learners. 2. Make better assumptions, deductions, and references. 3. Better at creating a compelling vision and strategizing. 4. Develop better solutions to problems 5. See more of the implications of their decisions 6. Are quicker on their feet than leaders who are less intelligent.

Do leaders set a moral example for the subordinates?

Leaders face dilemmas that require choices between competing sets of values and priorities, and the best leaders recognize and face them with a commitment to doing what is right not just what is expedient. Of course the phrase doing what is right sounds deceptively simple. Sometimes it takes great moral courage to do what is right, even when the right action seems clear. Leaders who themselves do not honor truth do not inspire it in others. Leaders concerned mostly with their own advancement do not inspire selflessness in others. Leaders should internalize a set of ETHICS-principles of right conduct or a system of moral values.

Be able to define moral reasoning.

Moral reasoning refers to the process leaders use to make decisions about ethical and unethical behaviors. It does not refer to the morality of individuals per se, or their espoused values, but rather to the manner by which they solve moral dilemmas. Values play a key role in the moral reasoning process because value differences among individuals often result in different judgements regarding ethical and unethical behavior. In addition, fundamental and dramatic changes occur during young adulthood in how people define what is morally right or wrong. Joshua Greene, a Harvard psychologist, finds research support for both views. He has proposed a DUAL-PROCESS THEORY of moral judgement wherein moral judgments dealing primarily with "rights" and "duties" are made by automatic emotional responses while moral judgments made on a more utilitarian basis are made more cognitively.

What are the two meanings of personality?

One meaning refers to the impression a person makes on others. This view of personality emphasizes a person's public reputation and reflects not only a description but also an evaluation of the person in the eyes of others. From the standpoint of leadership, this view of personality addresses two distinct issues: "What kind of leader or person is this?" and "Is this somebody I would like to work for or be associated with?" In a practical sense, this view of personality comes into play whenever you describe the person you work for to a roommate or friend. The second meaning of personality emphasizes the underlying, unseen structures and processes inside a person that explain why we behave the way we do-why each person's behavior tends to be relatively similar across different situations, yet also different from another person's behavior.

Influence tactics

One person's actual behaviors designed to change another person's attitudes, beliefs, values, or behaviors.

Know and understand the four basic preference dimensions of the Meyers Briggs Type Indicator (MTBI).

Over 2 million people take the MYERS-BRIGGS TYPE INDICATOR (MBTI) test every year, which not only is the most popular measure of preferences but also makes it one of the most popular psychological tests. The MBTI is often used in college-level leadership and adult education courses, formal leadership training programs and various team-building interventions. Moreover, numerous books and articles have been published about how the MBTI can be used to better understand oneself, co-workers, partners in intimate relationships, children, and educational and occupational choices. 1. extraversion-introversion- The extraversion-introversion dimension is fundamentally concerned with where people get their energy. Some leaders are naturally gregarious and outgoing. Their spontaneous sociability makes it easy for them to strike up conversations with anyone about almost anything. Not surprisingly extraverts have a breadth of interests and a large circle of acquaintances. They are energized by being around others, but their tendency to "think out loud" and speak whatever is on their mind sometimes get them into trouble. Introverts can interact effectively with others, but they are fundamentally more reserved and deliberate than extroverts. Introverted leaders prefer to think things through and announce only final decisions, and followers may have a difficult time understanding the process such a leader used to reach his or her conclusions. Because introverts find being around others to be draining, they may come across as less approachable than extroverts. 2. Sensing-intuition- The sensing-intuition dimension is concerned with how people look at data. Leaders who prefer the sensing mode like facts and details; the focus of information gathering concerns the real, the actual, the literal, the specific, and the present. Hence sensing leaders tend to be practical, orderly, and down-to-earth decision makers. By contrast, leaders who rely on their intuition look for the big picture beyond particular facts and details; information is most meaningful for its pattern, trend, figurative meaning, and future possibilities. Intuitive leaders tend to be innovative and conceptual (though sometimes impractical) and are more comfortable with their hunches and inspirations. This preference dimension can often be seen in presentations. 3. Thinking-feeling- The thinking-feeling dimension is concerned with the considerations leaders prefer when making decisions. Thinking leaders like to analyze, criticize, and approach decisions impersonally and objectively. They use their heads to adopt a relatively detached stance toward decisions and pay more attention to operational, bottom-line considerations. Feeling leaders naturally empathize and appreciate, and they prefer to approach decisions personally and subjectively. They value humaneness and social harmony and use their hearts to weigh he impact of any decision on people. 4. Judging-perceiving- The judging-perceiving dimension describes the amount of information a leader needs before feeling comfortable making a decision. Judging leaders strive for closure; they like things settled and come across as decisive, methodical and organized. Judgers get nervous before decisions get made and want to see only the minimal amount of information needed to make decisions. Although they make up their minds quickly, they may not have all the relevant facts and as a result can make poor decisions. Perceiving leaders like to keep their options open; they are curious spontaneous, and flexible. Perceivers prefer to collect as much data as possible before making decisions and get nervous after they are made because they may not feel all the information was collected or analyzed correctly.

Instrumental values

Such individuals may think it is important always to act in an ambitious, capable, and honest manner.

What are the differences between Theory X and Theory Y?

THEORY X asserts that most people need extrinsic motivation because they are not naturally motivated to work. THEORY Y asserts that most people are intrinsically motivated to their work.

Terminal values

Terminal values refer to desired end states. For example some individuals value friendship, freedom, and a comfortable way of life above all else.

What is the Great Man Theory?

The Great Man Theory attempted to prove that leaders and followers are fundamentally different. There were hundreds of research studies, and researchers came to two conclusions. 1. Leaders were not qualitatively different than followers. Followers were just as tall, smart, outgoing, and ambitious as the people who were leading them. 2. Intelligence, initiative, stress tolerance, responsibility, friendliness, and dominance were moderately related to leadership success.

What does the Leadership Pipeline model show? (3 things)

The Leadership Pipeline model shows: a. where leaders should spend time b. what behaviors they need to exhibit, c. what challenges are likely at different organizational levels According to the Leadership Pipeline model, the most effective leaders are those who can accurately diagnose the organizational level of their job and then exhibit behaviors commensurate with this level. The pipeline also provides potential explanations for why some people fail to advance: these individuals may not be focusing on the right things or may be exhibiting leadership behaviors associated with lower organizational levels.

Power

The capacity to produce effects on others or the potential to influence others. Although we usually think of power as belonging to the leader, it is actually a function of the leader, the followers, and the situation. Leaders have the potential to influence their followers' behaviors and attitudes. However, followers also can affect the leader's behavior and attitudes.

Influence

The change in a target agent's attitudes, values, beliefs, or behaviors as the result of influence tactics. whereas power is the capacity to cause change, influence is the degree of actual change in a target person's attitudes, values, beliefs, or behaviors.

What is a trait?

Traits refer to recurring regularities or trends in a person's behavior, and the trait approach to personality maintains that people behave as they do because of the strengths of the traits they possess. Personality traits are useful concepts for explaining why people act fairly consistently from one situation to the next.