MGT 320 test 2

Credibility

Ability to engender trust in others

Creative intelligence

Ability to produce novel and useful work Tests of creativity Tests that assess divergent thinking have many possible answers, and tests that assess convergent thinking have one single best answer

Effective communication

Ability to transmit and receive information with a high probability that the intended message is passed from sender to receiver

Research has identified biases that affect our moral decision-making Conflicts of interest

Adversely impact ethical judgments and bias one's perceptions of situations

Intrapersonal skills Interpersonal skills Leadership skills Business skills

All organizational competency models fall into one of the following categories

Aggression:

Attaining objectives by attacking or hurting others

Acquiescence

Avoiding interpersonal conflict entirely either by giving up and giving in or by expressing one's needs in an apologetic, self-effacing way

Advantageous comparison

Avoiding self-contempt for one's behavior by comparing it to even more heinous behavior by others

Dehumanization

Avoiding the consequences of one's behavior by dehumanizing those who are affected

Kidder identified the following common ethical dilemmas: Short-term versus long-term

Balancing spending time with family against making career investments for future benefits

Values

Constructs representing generalized behaviors or states of affairs that are considered by the individual to be important Play a central role in one's overall psychological makeup and can affect behavior in different situations

Kidder identified the following common ethical dilemmas:Justice versus mercy

Deciding whether to excuse a person's misbehaviour because of extenuating circumstances or a conviction that he or she has learned a lesson

Active listening improves understanding and visibly demonstrates respect toward the speaker Can be improved in the following ways

Demonstrating nonverbally that you are listening Actively interpreting the sender's message Attending to the sender's nonverbal behavior Avoiding defensive behavior

Terminal values

Desired end states, such as family security or social recognition

Leaders can improve their communication skills through the following means

Determining the purpose of the communication Choosing an appropriate context and medium for the message Sending clear verbal and nonverbal signals Actively ensuring that others understand the message

Competencies required to drive community change efforts successfully building social capital

Developing and maintaining relationships

Euphemistic labeling

Disguising morally distasteful behavior with cosmetic words

Research has identified biases that affect our moral decision-making In-group favoritism:

Doing acts of kindness and favors for those who are like us

Kidder offers the following principles for resolving ethical dilemmas: Care-based thinking

Doing what one wants others to do to him or her Similar to the Golden Rule of conduct common in many world religions

Kidder offers the following principles for resolving ethical dilemmas: Ends-based thinking

Doing what's best for the greatest number of people Known as utilitarianism

Competencies required to drive community change efforts successfully Mobilization

Engaging a critical mass to take action and achieve a specific outcome or a set of outcomes

Building credibility Communication Listening Assertiveness Conducting meetings Effective stress management Problem solving Improving creativity

Every leader should be equipped with the following skills:

Diffusion of responsibility

Excusing one's own reprehensible behavior because others are behaving in the same way

Term is attributed to Peter Salovey and John Mayer Ability model:

Focuses on how emotions affect the way leaders think, decide, plan, and act Defines emotional intelligence as the ability to: Accurately perceive one's own and others' emotions Generate emotions to facilitate thought and action Accurately understand the causes of emotions and the meanings they convey Regulate one's emotions

Kidder offers the following principles for resolving ethical dilemmas: Rule-based thinking

Following the highest principle or duty Consistent with Kantian philosophy

Fronts" of leadership action required to create an ethical climate

Formal ethics policies and procedures Core ideology Integrity Structural reinforcement Process focus

Types of intelligence Analytic intelligence

General problem-solving ability

Listening

Good leaders and followers recognize the value of two-way communication Listening to others is just as important to effective communication as expressing oneself clearly Leaders are only as good as the information they have, which usually comes from watching and listening to what is going on around them The best listeners are active listeners Passive listeners are not focused on understanding the speaker

Nominal group technique

Group members write down ideas on individual slips of paper, which are later transferred to a whiteboard or flipchart for the entire group to work with

Monitoring stress levels of oneself and one's followers Identifying the cause of stress Practicing a healthy lifestyle Learning how to relax Developing supportive relationships Keeping things in perspective Applying the A-B-C Model to change self-talk A: Triggering event B: Your thinking C: Feelings and behaviors

Guidelines for effective stress management

Types of 360-degree feedback processes Competency-based 360-degree questionnaires

Help organizations: Identify the behaviors leaders need to exhibit, and build questionnaires that reflect these behaviors Administer the questionnaires to target individuals, and generate feedback reports that reflect the consolidated rating results

The O C E A N model is useful in the following ways

Helps leadership researchers categorize findings of the personality and leadership performance research Helps in profiling leaders Seems to be universally applicable across cultures

Kidder identified the following common ethical dilemmas: Truth versus loyalty

Honestly answering a question that may compromise real or implied promise of confidentiality to others

Steps for Effective Problem Solving

Identify problems or opportunities for improvement to ensure that the task is clear Analyze the causes of the problem using cause-and-effect diagram and force field analysis Develop alternative solutions using procedures such as the nominal group technique Select and implement the best solution based on established criteria Assess the impact of the solution using measurable criteria of success

Attribution of blame

Justifying one's immoral behavior by claiming it was caused by someone else's actions

Ways in which people with firm moral principles may behave badly without feeling guilt or remorse over their behavior Moral justification

Justifying otherwise immoral behavior in terms of a higher purpose

Intelligence and Stress: Cognitive Resources Theory Provides a conceptual scheme for explaining how leader behavior changes under stress levels to impact group performance Key concepts of C R T

Key concepts of C R T: Intelligence, experience, stress, and group performance Predictions Greater experience but lower intelligence may account for higher-performing groups in high-stress conditions Leaders with high levels of experience may misapply old solutions when situations require creative solutions

Practical intelligence

Knowing how things get done and how to do them

Leaders are grouped in four quadrants in the credibility matrix Fourth quadrant

Leaders are promoted from among peers or transferred from another department within the company The former may need to develop leadership knowledge or skills and the latter technical competence if they wish to increase their credibility

Leaders are grouped in four quadrants in the credibility matrix Second quadrant

Leaders do not follow through with commitments, are new to the firm, or have not invested time in building relationships with followers

Expertise and Trust: Credibility Matrix Leaders are grouped in four quadrants in the credibility matrix First quadrant

Leaders have high levels of expertise and trust Likely to be seen by others as highly credible

Leaders are grouped in four quadrants in the credibility matrix Third quadrant:

Leaders may be new college hires or new to the industry Lack technical competence, organizational or industry knowledge, or time to build relationships with coworkers

Upward ethical leadership

Leadership behavior enacted by individuals who take action to maintain ethical standards in the face of questionable moral behaviors by higher-ups

Moral manager

Makes ethics an explicit part of the leadership agenda by communicating messages of ethics and values and by modeling ethical behavior

Disregard or distortion of consequences

Minimizing the actual harm caused by one's behavior

Instrumental values

Modes of behavior, such as being helpful or being responsible

Dual-process theory of moral judgment

Moral judgments dealing with rights or duties are made by automatic emotional responses while those made on a more utilitarian basis are made more cognitively

Components of moral potency

Moral ownership Moral courage Moral efficacy

Abilene paradox

Occurs when someone suggests that the group engage in a particular activity or course of action but no one in the group really wants to do the activity, and this feeling is expressed only after the activity is completed

Research has identified biases that affect our moral decision-making Overclaiming credit

Overrating the quality of one's own work and contributions

The Forer effect

People tend to give high accuracy ratings to descriptive statements that are personally flattering but so vague that they could apply to virtually anyone

Moral person

Principled decision-maker who cares about people and the broader society

Stress

Process by which one perceives and responds to situations that challenge or threaten him or her Responses may include: Increased levels of emotional arousal Changes in physiological symptoms Increased perspiration, heart rate, cholesterol level, or blood pressure

Moral reasoning

Process used by leaders to make decisions about ethical and unethical behaviors

Kidder identified the following common ethical dilemmas: Individual versus community

Protecting the confidentiality of someone's medical condition when the condition itself may pose a threat to the larger community

Emotional Intelligence

Provides a broader and more comprehensive definition of emotional intelligence than the ability model because it includes more leadership qualities More popular among human resource professionals than the ability model but is no more predictive of job performance than O C E A N assessments

Personality has two meanings

Public reputation, or the impression a person makes on others Identity, or how people see or define themselves

Communication breakdowns Causes

Purpose of the message was unclear Leader's or follower's verbal and nonverbal behaviors were inconsistent Message was not heard by the receiver or the message may be misinterpreted Often lead to blaming someone else for the problem Communication model can minimize conflict associated with communication breakdowns

Vision Empathy Consistency Integrity

Qualities of leadership that engender trust

Process of building a team of volunteers to accomplish an important community outcome

Represents an alternative conceptualization of leadership behavior Community leaders do not have position power and have fewer resources and rewards

Research has identified biases that affect our moral decision-making Implicit prejudice

Subconscious prejudices that affect one's decisions without him or her being aware of them

Verbal 360-degree technique

Superiors, peers, and direct reports are asked to share a target individual's strengths and areas of improvement as a leader in phone or face-to-face interviews

Types of 360-degree feedback processes Leadership versatility approach

Superiors, peers, and direct reports provide ratings on the extent to which target individuals demonstrate strategic, operations, enabling, or forcing leadership behavior

Allows people to see connections between models Makes predictions about the ease or difficulty of changing leadership behaviors and skills Points out what behaviors leaders must exhibit to be effective

The Hogan and Warrenfelz domain model of leadership

Shows where leaders should spend time, what behaviors they need to exhibit, and what challenges are likely at different organizational levels Offers a roadmap for individuals wanting to occupy the top leadership positions in any organization Provides potential explanations for why some people fail to advance

The Leadership Pipeline Model

Problematic issues concerning C R T

There is apparent dichotomy between intelligence and experience Ability of leaders to tolerate stress differs

Improving creativity

Thinking in terms of analogies Putting an idea or a problem into a picture rather than into words

Ways to behave more assertively

Use "I" statements Ask for help when required Learn to say no to others Monitor one's inner dialogue Be persistent without becoming irritated, angry, or loud

To improve the group and organizational factors affecting creativity, leaders should be mindful that

Various sorts of incentives or rewards can have various effects on creativity Creativity can be hindered if ideas will be evaluated In order to develop new products and services, the level of turnover should be low and goals should be clear

Displacement or diffusion of responsibility

Violating personal moral standards by attributing responsibility to others

Traits

are recurring regularities or trends in a person's behavior

Leaders with high levels of credibility

are seen as trustworthy Tend to have a strong sense of right and wrong

Principle-centered leadership

asserts a fundamental interdependence between the personal, interpersonal, managerial, and organizational levels of leadership Interdependence between the levels posited in principle-centered leadership is similar to the conceptualizations of authentic leadership

McGregor's styles of managerial behavior on the basis of people's implicit attitudes about human nature Theory Y

asserts that most people are intrinsically motivated by their work

McGregor's styles of managerial behavior on the basis of people's implicit attitudes about human nature Theory X

asserts that most people need extrinsic motivation because they are not naturally motivated to work

Assertive behavior and assertiveness skills are composed of

behavioral, knowledge or judgment, and evaluative components Individuals exhibiting assertive behavior are able to stand up for their own rights, or their group's rights, in a way that also recognizes the concurrent right of others to do the same

Organizational levels and competency models can help leaders determine the specific types of behaviors required to

build teams and get results through others for the position in question

Profiles leader behavior on two dimensions

concern for people and concern for production Concern" reflects how a leader's underlying assumptions about people at work and the importance of the bottom line affect leadership style

Some cultural, racial, and gender issues are associated with 360-degree feedback, and practitioners should be aware of these issues before implementing any 360-degree feedback process May be affected by the

contagion effect or rater bias

In ethical climates

ethical standards or norms are consistently and clearly communicated, embraced, and enforced by organizational leaders

Authentic leadership

leaders exhibit consistency among their values, beliefs, and actions Are self-aware Self-consciously align their actions with their inner values Study of authentic leadership has gained momentum because of the following beliefs: Enhancing self-awareness can help people in organizations find more meaning at work Promoting transparency and openness in relationships builds trust and commitment Fostering more inclusive structures and practices can help build more positive ethical climates

O C E A N Model stands for?

openness to experience conscientiousness extroversion agreeableness nueroticisms

Assessing Leadership Behaviors: Multirater Feedback Instruments 360-degree, or multirater, feedback tools show that

tools show that direct reports, peers, and superiors can provide different perceptions of a leader's behavior Perspectives can paint a more accurate picture of the leader's strengths and development needs

In unethical climates

unethical behavior exists with little corrective action, and misbehavior may even be condoned

Servant leadership

views serving others as being the leader's role.