MGT 3376 Exam #1
Engage and Distill (CLTS)
-Rhetorical Questions -Three Part Lists
Political Skill
Ability to effectively understand others at work, and to use such knowledge to influence others to act in ways that enhances ones personal and/or organizational objectives
Referent Power
Ability to influence based on other's identification with the individual and follower's desire to emulate them
Expert Power
Ability to influence others due to knowledge or a special skill set
Emotional Intelligence (EI)
Ability to monitor ones own and others feelings and emotions, to discriminate among them and to use this information to guide ones thinking and actions
Deep Acting
Actually trying to change your emotions
Servant Leadership
Create value for the community, behave ethically, Put subordinates first and help them grow and succeed, etc.
Deep level diversity
Differences among member's attitudes, beliefs, and values
Surface level diversity
Differences visible to observers
Broaden and Build Model
Emotions serve to both broaden employee experiences and then allow then to build better functioning organizations
Turnover Intentions
Employees' thoughts about quitting their job
Team Decision Making Strengths
Generate more complete information and knowledge, increased diversity of views, increased acceptance of a solution
LofA: Dyad
High-quality relationships with bosses lead to higher employee performance
Team Norms
Informal and interpersonal rules that team members are expected to follow. May be explicit or implicit.
Golem Effect
Lower expectations lead to lower performance
Reactions to Influence: Resistance
Opposed to the request and refuses to do it. May come up with excuses
Levels of Analysis in OB: Individual
The personality characteristic of conscientiousness is positively related to employee performance
Punctuated Equilibrium
Transition between an earlier phase of inactivity of a team followed by a second phase of significant acceleration toward task completion
Forming
Uncertainty about purpose, structure, and leadership
Reactions to Influence: Compliance
Willing to complete the request but gives minimal effort
Aggregating
adding up individual responses to create a group level measure.
4 Dimensions of Authentic Leadership
self-awareness relational transparency Internalized moral perspective Balanced processing
Employee Engagement
A relatively enduring state of mind referring to the simultaneous investment of personal energies in the experience or performance of work
LofA: Organizational
A strong, positive organizational culture is positively related to employee performance
Resiliency (PsyCap)
Ability to bounce back
Legitimate power
Authority to make a request and get a response due to the nature of roles between two people (Example, boss and subordinate)
Reward power
Authority to provide incentives or other things valued
Coercive Power
Authority to punish
Extrinsic Motivation
Based on rewards from the organization such as pay and bonuses
Optimism (PsyCap)
Being positive
Contrast Effects
Comparisons based on what has happened just before we make a decision or judgment Ex) interviewing job applicants
Storming
Intragroup conflict as members restrict constraints
Role-routinization
Roles become predictable; leader and follower both know what to expect
Team Purpose
Shared purpose Specific goal feedback process team charter
S.M.A.R.T
Specific Measurable Attainable Relevant Timely
Reactions to Influence: Commitment
Strong effort made and enthusiastically carries out the request
Team Decision Making Weaknesses
Takes longer, conformity pressures, discussions can be dominated by one or a few members
Turnover
The rate at which employees leave a workforce and are replaced
Identification based trust (IBT)
Third level. Characterized by the leader and follower sharing the same goals and objectives.Follower will step i n and perform without being asked.
Intellectual Stimulation
Transformational leaders encourage innovation and new ideas. They openly listen to followers and don't criticize novel solutions to problems.
Psychological Capital (PsyCap)
Value of individual differences, including efficacy, optimism, hope, and resiliency
Social Identity
Way to explain how people view their own place in society through membership in various groups.
Surface Acting
We hide our emotions and feelings
Adjourning
for temporary groups; breaking up
Nonleadership/laissez-faire leadership
"Near-avoidance of leadership" least effective of all styles
Halo Error
(or horns) Occurs when a rater's overall positive (or negative) impression strongly influences ratings of specific attributes Ex) performance appraisals
Show Integrity, Authority, and Passion (CLTS)
-Expressions of moral conviction -Statements that reflect the sentiments of the group -Setting high goals -Convey confidence that the goals can be achieved -Expressions of voice (animated), body (gestures), and face (expressions)
Connect, Compare, and Contrast (CLTS)
-Metaphors, similies, and analogies -Stories and anecdotes -Contrasts
TMMs 3 Functions
1. Allow team members to interpret information similarly 2. Shared expectations concerning the future 3. Develop similar reasoning as to why something happens
Charismatic Leadership Tactics (CLTS)
1. Connect, compare, contrast 2. Engage and distill 3. Show integrity, authority, and passion
Goals of Science
1. Description: What does the process look like? 2. Prediction: Will this process occur again? And when? 3. Explanation: Why is this happening? 4. Control: Can we change whether or not this happens?
OB Scientific Method
1. Problem Statement 2. Review Scientific Evidence 3. Hypothesis 4. Observation (Collect Data) 5. Evaluate and Draw Conclusions
9 Steps to Guide Ethical Dealings Pt 1
1. Recognize that theres a moral issue 2. Determine the actor (and the players) in the issue 3. Gather the facts
9 Steps to Guide Ethical Dealings Pt 2
4. Test for right vs. wrong Is it legal? Does it feel right at the gut level? Would you want to see this on the front page of the news? What would your mother think? 5. Test for right vs. right (when both options seem moral) 6. Apply appropriate ethical principles (utilitarian, rights, justice, etc)
9 Steps to Guide Ethical Dealings Pt 3
7. Is there a 3rd way through the dilemma? 8. Make the decision 9. Revisit and reflect
Team Creativity
A collective process that encompasses what team members do behaviorally, cognitively, and emotionally as they define problems, generate ideas, and attempt new ways of doing their work
Attributions
A person's attempt to assign a cause a behavior or event they observe
Organizational Level
An entire entity structured and managed to pursue collective goals with a structure that determines relationships between the different activities and their members
Mentoring
An intense developmental relationship whereby advice, counseling, and developmental opportunities are provided to a protege by a mentor, in turn, shapes the protege's career experiences
Repairing Broken Trust ? #1
Are you innocent or guilty of committing the transgression?
John Antonakis TedX Talk
Asked children which politician won solely based on their headshot; majority were correct. Talked about Charisma
Organizational Neuroscience
Attempts to understand what happens in the brain when attitudes such as job satisfaction are experienced by people in organizations. Ethical concerns
Position Power
Authority and influence bestowed by a position or office on whoever is occupying it
Impression Management
Behaviors people use to protect their self image and/or change the way they are seen by others. Affects interviewing, performance appraisal, and career success. Body Language is important.
Transformational Leadership
Behaviors that mobilize extra effort from followers through emphasis on change through articulating a new vision for the organization
Transactional Leadership
Behaviors that motivate followers through rewards and corrective actions
Emotion Regulation (EI)
Being able to recover from experienced emotions rapidly
Idealized Influence
Being admired and respected by followers is the core of this leadership component. They are seen as change agents in the organization
Other-awareness (EI)`
Being aware of emotions experienced by others
Efficacy (PsyCap)
Belief in oneself
Why are teams popular?
Better utilize employee talents Be more flexible and responsive to change Increase Motivation
Traditionalists
Born between 1900-1945. Build a legacy with one company. Security and fair rewards, part time schedule. Support me in maintaining balance
Baby Boomers
Born between 1946-1964. Build a stellar career. Monetary gains and career progression, flexibility. Help me balance everyone else and find myself
Generation X
Born between 1965-1980. Build a portable career, A repertoire of skill and experience. Immediate rewards and career portability. Give me balance now, not when I'm 65
Millennials
Born between 1981-1999. Build parallel careers, several jobs simultaneously. Parallel careers and choice. Work isn't everything, I need flexibility to balance all my activities.
Role-taking
Boss tests commitment of followers by offering extra work in exchange for benefits
Productivity (Job Performance)
Can be rated by actual statistics or by supervisors and/or peers
Mentors provide:
Career support Social support Are role models for mentees
Perception of Organizational Politics
Decreased job satisfaction Increased anxiety and stress Increased turnover Reduced Performance
Responses to Broken Trust
Denial Apology Explanation/Excuses Promises
Type D Personality
Doesn't like to take charge, is supportive of others, punctual and consistent, doesn't mind doing repetitive tasks, loves and is content with themselves
Joachim De Posada
Don't eat the marshmallow video. Told 4 year olds not to eat the marshmallow and many of them did.
LofA: Industry
Employee performance is higher in the financial services industry compared with governmental organizations
Introversion vs. Extraversion
Extraverts tend to be outgoing; Introverts tend to be shy
How Do We Learn About OB?
Field Studies Lab Studies Case Studies Survey Studies Meta Analyses (Statistics)
Calculus Based Trust (CBT)
First level. Based upon keeping records of what another person does for you and what you do for them. "Arms length" form of trust. Ex) "Do it or you're fired!"
Stages of Team Development
Forming Storming Norming Performing Adjourning
Scientific MGMT
Founded by Frederick Winslow Taylor. Always trying to find the most efficient way to do a job
Work Team
Generates coordinated effort; individual effort results in a level of performance greater than the sum of individual inputs. Members depend on one another. Synergy
Performing
Group fully functional and working towards goals
Norming
Group is cohesive with strong group identity
Positive and Negative affect
Happier people perform better and have higher incomes, and vice versa
Examples of Personalized Charismatic Leaders
Hitler, Josef Stalin, Charles Manson, Saddam Hussein
Job Satisfaction
How satisfied an individual is with their job.
4 I's (Transformational)
Idealized Influence Inspirational Motivation Intellectual Stimulation Individualized Consideration
Repairing Broken Trust ? #2
If guilty of the transgression, is this due to the situation or to you?
Repairing Broken Trust ? #3
If the transgression is attributed at least in part to you, is it a personal shortcoming you can fix or is it an enduring characteristic that you seem to repeat?
Diversity
Includes individual attributes like gender, race/ethnicity, age, and disability status
Elaborative Interrogation
Increases the willingness let go of preconceived notions and learn material that changes beliefs.
Distinctiveness Information
Info about how the individual behaves the same way in different situations. Low= same. High= particular way towards particular situation
Work Group
Interacts primarily to share information and make decisions to help one another perform within each member's area of responsibility. No real joint effort is required
Judging vs. Perceiving
Judging types tend to make quick decisions; perceiving types tend to be more flexible
Authentic Leadership
Know themselves and behave in a way that is consistent with what is intuitively right
Type B personality
Laid back, loves being the center of attention and having a good time, talkative and outgoing, needs to be liked by others
Management by Exception - Passive (MBE-P)
Leader does not actively look for errors, but take action when they are noticed
Management by Exception - Active (MBE-A)
Leader looks for followers to make errors and then corrects them
Inspirational Motivation
Leaders inspire others to work hard toward organizational goals by providing challenge. They are positive, upbeat, and get others to feel optimistic.
Leadership vs. Management
Leadership: inspiring a vision Management: controlling the operations Managerial leader: leaders who adapt to situational demands
Limitations of MBTI
Limited support for validity and reliability
Examples of Socialized Charismatic Leaders
MLK jr., FDR, JFK, Gandhi
Evidence-Based MGMT (EBM)
Making decisions about the MGMT of employees, teams, or organizations through conscientious, explicit, and judicious use of 4 kinds of info: Best available scientific, organizational, and experimental evidence, and Org. values and stakeholder concerns.
Myers-Briggs Type Indicator (MBTI)
Most often administered personality test
Role-making
Mutual expectations are established and the follower's role is clarified
Just World hypothesis
Need to believe that the world is fair and that people get what they deserve
Prosocial Motivation
New concept of motivation that assesses the degree to which employees behave in a way that benefits society as a whole
Recency Effect
Not only do people remember what they experience first, they also remember the most recently presented items or experiences. example: reading misspelled words
External Attribution
Occurs when people infer that a persons behavior is due to situational factors Ex) Kid is late to class. Prof assumes it is because there were no parking spots
Internal Attribution
Occurs when people infer that an event or a person's behavior is due to character traits or abilities Ex) Kid is late to class. Prof assumes it is because of lack of motivation
Primary Effect
Once a person has formed an initial impression, they maintain it even when presented with concrete evidence that it is false example: first impressions
Big 5 Personality Characteristics O.C.E.A.N
Openness Conscientiousness Extraversion Agreeableness Neuroticism
Pygmalion Effect
Perceptions sometimes result in a self-fulfilling prophecy in which high expectations of performance by leaders actually create conditions in which followers succeed. Boosts performance by leaders raising their expectations of followers
Career mentoring from a boss contributes to:
Performance Promotions and salary increases above and beyond a high-quality LMX relationship Higher Potential Higher organizational commitment
Type A personality
Persistent in getting what they want, impatient and not a good listener, competitive, enjoys taking risk and is driven to succeed
Hawthorne Effect
Positive responses in attitudes and performance when researchers pay attention to a specific group of workers. Elton Mayo
Power
Potential of one person or group to influence another person or group
Critical Thinking
Process of learning by questioning everything
Perception
Process through which people organize and interpret sensory information to give meaning to their world. Can change
Contingent reward
Promising or delivering rewards to followers contingent on their performance
Trust
Psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behavior of another
Leader - Member Exchange (LMX)
Quality of the working relationship that is developed with each follower
Most Effective Influence Strategies
Rational Persuasion Consultation Inspirational Appeals Apprising, Collaboration, and Exchange (Effective w/ peers, not boss)
Critical Thinking Skills
Rationality SelfAwareness Honesty Open-mindedness Discipline Judgement
Personality
Regularities in feeling, thought, and action that are characteristic of an individual
Absenteeism
Regularly staying away from work or school without good reason
Intrinsic Motivation
Related to the value of the work itself
Knowledge Based Trust (KBT)
Second level. Grounded in how predictable the other person is. Ex) a boss asking the same employee to constantly make the powerpoints because they do it the best and in a timely fashion
Hope (PsyCap)
Seeing the pathways to the future
Sensing vs. Intuition
Sensing types tend to be practical; Intuitive people tend to be "idea people"
Team
Small # of people with complementary skills who are committed to a common purpose, performance goals, and an approach for with they hold themselves mutually accountable.
Applied Social Psychology
Study of how people interact in groups, addresses challenges that leaders face
Type C personality
Takes everything seriously, thrives on details and accuracy, likes facts, is loyal and patient, predictable and dependable
Importance of Trust
Taking risks Information sharing effective groups Enhanced productivity
LofA: Group and Team
Team conflict is negatively related to employee performance
Team Mental Models (TMMs)
Team members' shared, organized understanding and mental representation of knowledge about key elements of the teams relevant environment
Cohesion
Team spirit experienced in high performing teams.
Fundamental Attribution Error
Tendency to attribute other people's behavior to internal factors, but to attribute the cause to the situation when explaining one's own behavior.
Task Metrics
The "What" of teamwork
Industry Level
The aggregate of productive enterprises in a particular field, often named after its principal product or service (Ex, the Health Care Industry)
Employability
The degree to which someone is perceived as employable. May determine whether or not someone gets hired.
Leadership
The process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives
Organizational Behavior
The study of individuals and their behaviors at work; an applied science
Romance of Leadership
The theory that leaders are often the most favored explanation for both positive and negative outcomes in organizations.
Thinking vs. Feeling
Thinking types tend to use logic; Feeling types tend to use emotion
Uses of MBTI
Training and classroom settings, conflict resolution, team building
Implicit Leadership Schemas
Traits and characteristics that a person thinks are being linked to a leader.
Individualized Consideration
Transformational leaders treat every follower as a unique person. They get to know people one-on-one and mentor them.
Self Serving Bias
When a person attributes successes to internal factors and failures to situational factors.
Availability Bias
When a person's judgments are based on what most readily comes into a persons mind.
Galatea Effect
When an individual sets high expectations for himself and then performs to these expectations
Consistency Information
info about how the individual behaves towards a certain stimuli across time and circumstances. High= same way almost every time they are in a particular situation
Consensus Information
information about how other people would behave if they were in the same situation. High=same way. Low=different
Emotional contagion
negative mood of one employee spreads to others in their group. This can go for positive moods as well
Influence
power in use
Self-awareness (EI)
recognizing your emotions when you experience them
Affect
refers to both emotions and moods
Team Learning
team members acquire, combine, and apply knowledge
Process Metrics
the "how" of teamwork
Individual development metrics
the "learning" in teamwork (how much people are learning new skills from being on the team)
