MGMT 380 Exam 2 Ch 4-7
Practical intelligence
"Street smarts" Know how to adapt to, shape, or select new situations to get their needs met better than people lacking street smarts Knowing how to get things done and how to do them
The Veterans
1922-1943 A generation that came during the age of the Great Depression and WWII They represent a wealth of lore and wisdom They have been a stabilizing force in organizations for decades even if they are prone to digressions about "the good old days"
The Baby Boomers
1942-1960 The postwar babies that came of age during violent social protests, experimentation with new lifestyles, and pervasive questioning if establishment values Don't like to think of themselves as "the problem" in the workplace even though sometimes they are Concerned about creating a level playing field for all Known for a work ethic characterized by ambition, an achievement orientation, and organizational loyalty
The Gen Xers
1961-1981 Grew up during the Watergate scandal, energy crisis, higher divorce rates, MTV, and corporate downsizing Tend to be tech savvy, independent, and skeptical of institutions and hierarchy They are entrepreneurial and embrace change Don't believe in job security
Millennials
1982-2005 Our generation They doubt the wisdom of traditional racial and sexual categorizing They seek teamwork, security, and work-life balance They bring to the workplace sharing habits born of extensive experience with social media
Conflicts of interest
A bias that affect moral decision making When you benefit from a recommendation to someone else Ex) getting a sales commission for something that may not be in the consumer's best interest
In-group favoritism
A bias that affects moral decision making Acts shown by leaders that favor followers who they are closest with
Overclaiming credit
A bias that affects moral decision making The tendency to overrate the quality of our own work and our contributions to the groups and teams to which we belong
Implicit prejudice
A bias the affects moral decision making Prejudice that exists outside an individual's conscious awareness
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 their broader sphere of influence including others and the organization
Analytic intelligence
A general problem-solving ability Can be used assessed using standardized mental abilities tests Quick learners, do well in school, see connections between issues and have the ability to make accurate deductions, assumptions, and inferences with relatively unfamiliar information
Intelligence
A person's all-around effectiveness in activities directed by thought
Exchange
A type of influence tactic Influencing a target through the exchange of favors
Consultation
A type of influence tactic Occurs when agents ask targets to participate in planning an activity
Ingratiation
A type of influence tactic Occurs when an agent attempts to get you in a good mood before making a request Ex) a salesperson
Rational persuasion
A type of influence tactic Occurs when an agent uses logical arguments or factual evidence to influence others
Personal appeals
A type of influence tactic When agents ask another to do a favor out of friendship
Inspirational appeals
A type of influence tactic When agents make a request or proposal designed to arouse enthusiasm or emotions in targets
Legitimizing tactics
A type of influence tactics Occurs when agents make requests based on their position or authority
Pressure tactics
A type of influence tactics Threats or persistent reminders used to influence targets
Coalition tactics
A type of influence tactics When an agent seeks the aid or support of others to influence the target
Servant leadership
A type of leadership where the leader's role is to serve others
Projective personality test
A type of personality test in which individuals are asked to interpret unstructured or ambiguous stimuli Example in the book is a Thematic Apperception Test (TAT)
Five Factor Model (FFM)
AKA: OCEAN model of personality It is a categorization scheme Personality traits to describe someone else can be reliably categorized into one of the five OCEAN personality dimensions Five dimensions: 1. Openness to experience 2. Conscientiousness (organized/detailed) 3. Extraversion (lots of friends) 4. Agreeableness (sympathetic/gets along with others) 5. Neuroticism (calm/able to take criticism)
Personality typology
An alternative framework to describe the differences in people's day-to-day behavioral patterns
Examples of terminal values
An exciting life A sense of accomplishment Family security Inner harmony Social recognition Friendship
Examples of instrumental values
Being courageous Being helpful Being honest Being imaginative Being logical Being responsible
Moral efficacy
Belief or confidence in one's capability to mobilize various personal, interpersonal, and other external resources to persist despite moral adversity
Care-based thinking
Characterized as "do what you want others to do for you" AKA: The Golden Rule
Ends-based thinking
Characterized as "do what's best for the greatest number of people" AKA: utilitarianism in philosophy
Rule-based thinking
Characterized as "following the highest principle or duty" Determined by the kinds of standards everyone should uphold all the time AKA: Kantian philosophy
Sensing-intuition
Concerned with how people look at data
Identity
Concerned with how people see or define themselves
Thinking-feeling
Concerned with the considerations leaders prefer when making decisions
Values
Constructs representing generalized behaviors or states of affairs that are considered by the individual to be important
Justice vs mercy
Deciding whether to excuse a person's misbehavior because of extenuating circumstances or a conviction that he or she has "learned a lesson"
Legitimate power
Depends on a person's organizational role Can be thought of as one's formal or official authority Your boss has this type of power
Judging-perceiving
Describes the amount of information a leader needs before feeling comfortable making a decision
Double-loop learning
Determining what they as leaders need to do differently to avoid problems in the future
Strengths-based leadership
Focuses on the development or empowerment of workers' strengths as opposed to identifying problems, improving underperformance, and addressing weaknesses and obstacles
Triarchic Theory of Intelligence
Focuses on what a leader does when solving complex mental problems, such as how information is combined and synthesized when solving problems, what assumptions and errors are made, and the like
Extraversion-introversion
Fundamentally concerned with where people get their energy
Strong situations
Governed by clearly specified rules, demands, or organizational policies
Weak situations
Governed by how people behave in unfamiliar and ambiguous situations
Authentic leadership
Grounded in the principle found in familiar adage "to thine own self be true" Exhibit a consistency among their values, beliefs, and actions
Truth vs loyalty
Honestly answering a question when doing so could compromise a real or implied promise of confidentiality to others
Short term vs long term
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
Socialized power
Implies a more emotionally mature expression of the motive Exercised in the service of higher goals to others or organizations and often involves self-sacrifice toward those ends Involves an empowering style of management and leadership
Personalized power
Individual who are relatively selfish, impulsive, uninhibited, and lacking self-control Individuals exercise power for their own needs, not for the good of the group or the organization Autocratic style of management and leadership
Ethical dilemma
Involves choosing between 2 "rights"
Moral justification
Involves reinterpreting otherwise immoral behavior in terms of a higher purpose
Reward power
Involves the potential to influence others due to one's control over desired resources Can include the power to give raises, bonuses, and promotions; grant tenure; to select people for special assignments or desirable activities; to distribute desired resources like computers, offices, parking places, or travel money; etc
Openness to experience
Leaders tend to be imaginative, broad minded, and curious and are more strategic, big-picture thinkers They tend to seek new experiences through travel, the arts, movies, sports, reading, going to new restaurants, or learning about new cultures
Integrity
Leaders who demonstrate their commitment to higher principles through their actions
Vision
Leaders who pull together on the basis of shared beliefs and a common sense of organizational purpose and belonging
Consist
Leaders who show that changes are understood as a process of evolution in light of relevant new evidence
Empathy
Leaders who show they understand the world as we see and experience it
Advantageous comparison
Lets one avoid self-contempt for one's behavior by comparing it to even more heinous behavior by others
Characteristics associated with servant leaders
Listening Empathy Healing Awareness Persuasion Conceptualization Foresight Stewardship Commitment to others' growth Building community
Trait approach
Maintains that people behave as they do because of the strengths of the traits they possess
Moral manager
Make ethics an explicit part of their leadership agenda by communicating an ethics and values message, by visibly and intentionally role modeling ethical behavior
Motivation to manage
Miner described in terms of 6 composites: 1. Maintaining good relationships with authority figures 2. Wanting to compete for recognition and advancement 3. Being active and assertive 4. Wanting to exercise influence over subordinates 5. Being visibly different from followers 6. Being willing to do routine administrative tasks
Dual-process theory
Moral judgements dealing primarily with "rights" and "duties" are made by automatic emotional responses whereas moral judgements made on a more utilitarian basis are made more cognitively
Forer effect
Occurs when people give high accuracy ratings to descriptive statements that are personally flattering but so vague that they could apply to virtually anyone
Myers-Briggs Type Indicator (MBTI)
Often used in college-level leadership and adult education courses, formal leadership training programs, and various team-building interventions Can be used to better understand oneself, co-workers, partners in intimate relationships, children, and educational and occupational choices
Need for power
People vary in their motivation to influence or control others When they have a high _____________, they derive psychological satisfaction from influencing others The seek positions where they can influence others
Principle-centered leadership
Postulates a fundamental interdependence between the personal, the interpersonal, the managerial and the organizational levels of leadership
Ethics
Principles of right conduct or a system of moral values
Influence tactics
Refer to one person's actual behaviors designed to change another person's attitudes, beliefs, values, or behaviors
Traits
Refer to recurring regularities or trends in a person's behavior
Ethical climates
Refer to those in which ethical standards and norms have been consistently, clearly, and persuasively communicated throughout the organization and embraced and enforced by organizational leaders in both word and example
Upward ethical leadership
Refers to leadership behavior enacted by individuals who take action to maintain ethical standards in the face of questionable moral behaviors by higher-ups
Referent power
Refers to the potential influence one has due to strength of the relationship between the leader and the follower A role model has this power
Moral reasoning
Refers to the process leaders use to make decisions about ethical and unethical behaviors Values play a key role in this
Pecking order
Refers to the status differential between members of a group
Theory X
Reflects a more pessimistic view of others Managers with this orientation rely heavily on coercive, external control methods to motivate others, such as pay, disciplinary techniques, punishments, and threats
Theory Y
Reflects a view that most people are intrinsically motivated by their work The value a sense of achievement, personal growth, pride in contributing to their organization, and respect for a job well done
Public reputation
Reflects not only a description but also an evaluation of the person in the eyes of others What kind of leader or person is this? Is this somebody I would like to work for or be associated with?
Diffusion of responsibility
Reprehensible behavior becomes easier to engage in and live with if others are behaving in the same way
Single-loop learning
Reviewing data and facts and identifying the underlying root causes from the information gathered
Moral person
Seen as a principled decision maker who cares about people and the broader society
Ways power is expressed nonverbally in humans
Staring Pointing Touching Interrupting
Just world hypothesis
States that if one simply works hard and achieves superior results then good things will happen
Divergent thinking
Tests of creativity
Creative intelligence
The ability to produce work that is both novel and useful
Power
The capacity to produce effects on others--or the potential to influence others It is a function of the leader, the followers, and the situation Influence their followers' attitudes and behaviors
Influence
The change in a target agent's attitudes, values, beliefs, or behaviors as the result of influence tactics
Power distance
The degree to which the less powerful members of a society accept and expect that power is distributed unequally
Moral courage
The fortitude to face risk and overcome fears associated with taking ethical action
Personality
The impression a person makes on others Identity
Coercive power
The opposite of reward power The potential to influence others through the administration of negative sanctions or the removal of positive events The ability to control others through the fear of punishment of the loss of valued outcomes
Expert power
The power of knowledge, skill, and judgement A doctor has this type of power
Unethical climate
Those in which questionable or outright unethical behavior exists with little action taken to correct such behavior, or worse, where such behavior is even condoned
Euphemistic labeling
Using cosmetic words to defuse or disguise the offensiveness of otherwise morally repugnant or distasteful behavior
Displacement of responsibility
Violation of personal moral standards by attributing responsibility to others
Dehumanization
When it is easier to treat others badly when they are not referred to as a human Ex) illegal aliens
Disregard (Distortion) of consequences
When people minimize the harm cause by their behavior
Attribution of blame
When people try to justify immoral behavior by claiming it was caused by someone else's actions
Individual vs community
Whether you should protect the confidentiality of someone's medical condition when the condition itself may pose a threat to the larger community
