RM 4248 Quiz 2

Care-based thinking

"Do what you want others to do to you." It is similar to the Golden Rule of conduct common in some form to many world religions

Ends-based thinking

"Do what's best for the greatest number of people." It is also known as utilitarianism

emotional intelligence can be broken down into two models:

-The ability model focuses on how emotions affect the way leaders think, decide, plan, and act -The mixed model provides a broader and more comprehensive definition than the ability model because it includes more leadership qualities

Leader Behavior Description Questionnaire (LBDQ)

A test used to measure perceptions of a leader's style by his or her subordinates. Created at Ohio State

types

An alternative framework to describe the differences in people's day-to-day behavioral patterns

three basic types of intelligence

Analytic intelligence, Practical intelligence, Creative intelligence

LBDQ two independent dimensions of behaviors

Consideration, Initiating structure

Kidder's three principles for resolving ethical dilemmas

Ends-based thinking, Rule-based thinking, Care-based thinking

Five "fronts" of leadership action are required to create an ethical climate

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

4 biases that affect our moral decision making

Implicit prejudice, In-group favoritism, Overclaiming credit, Conflicts of interest

CRT consists of several key concepts:

Intelligence, experience, stress, and group performance

Rule-based thinking

It is consistent with Kantian philosophy and is characterized as "following the highest principle or duty."

employee-centered dimensions

Leader support and interaction facilitation

University of Michigan identified four categories of leadership behaviors that are related to effective group performance

Leader support, interaction facilitation, goal emphasis work facilitation

Creeping elegance

Leaders without a clear vision of what a final product should look like may end up with something that fails to meet customer needs

Moral potency three key components

Moral ownership, Moral courage, Moral efficacy

emotional intelligence psychologists

Peter Salovey and John Mayer

creativity killers

Take away all discretion and autonomy, Create fragmented work schedules, Provide insufficient resources, Focus on short-term goals, Create tight timelines and rigid processes, Discourage collaboration and coordination, Keep people happy

Dehumanization

The deprivation of human qualities, rights, or understanding

Personality

The impression a person makes on others/ underlying, unseen structures and processes inside a person that explain behavior

Two contrasting sets of assumptions people make about human nature

Theory X, Theory Y

Kidder's four common ethical dilemmas

Truth vs. loyalty, Individual vs. community, Short-term vs. long-term, Justice vs. mercy

personality typology

Typologies tend to put people into discrete psychological categories and emphasize the similarities among people in the same category and the differences between people of different types regardless of actual score

Four qualities of leadership engender trust

Vision, empathy, consistency, and integrity

Cognitive resources theory (CRT)

a conceptual scheme for explaining how leader behavior changes under stress levels to impact group performance

Intelligence

a person's all-around effectiveness in activities directed by thought

moral person

a principled decision maker who cares about people and the broader society

Creative intelligence

ability to produce novel and useful work

Conflicts of interest

adversely impact ethical judgments and bias our perceptions of situations

Strong situations

are governed by specific rules, demands, or organizational policies, which can minimize the effects that traits have on behavior

Weak situations

are unfamiliar and ambiguous

Principle-centered leadership

asserts a fundamental interdependence between the personal, interpersonal, managerial, and organizational levels of leadership

Theory Y

asserts that most people are intrinsically motivated by their work

Theory X

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

The Great Man Theory

attempted to prove that leaders and followers are fundamentally different

Short-term vs. long-term

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

Authentic leadership

based on the notion of "to thine own self be true." These people are self-aware and self-consciously align their actions with their inner values

interaction facilitation

behaviors where leaders act to smooth over and minimize conflicts among followers

leader support

behaviors where the leader shows concern for subordinates

Pervasive influences of broad forces at a particular time tend to create

common value systems

Individual vs. community

compromising the rights of an individual for the good of the community

work facilitation

concerned with clarifying roles, acquiring and allocating resources, and reconciling organizational conflicts

sensing-intuition

concerned with how people look at data

Neuroticism

concerned with how people react to stress, change, failure, or personal criticism

goal emphasis

concerned with motivating subordinates to accomplish the task at hand

thinking-feeling

concerned with the considerations leaders prefer when making decisions

extraversion-introversion

concerned with where people get their energy

agreeableness

concerns how one gets along with, as opposed to gets ahead of, others

conscientiousness

concerns those behaviors related to people's approach to work

Values

constructs representing generalized behaviors or states of affairs that are considered by the individual to be important

integrity

core ideology is congruent with all public and private actions throughout the organization

judging-perceiving

describes the amount of information needed before a leader is comfortable making a decision

double-loop learning

determining what they as leaders need to do differently to avoid problems in the future

ethical climates

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

Justice vs. mercy

excusing a person's behavior due to extenuating circumstances or convicting to teach a lesson

MBTI four basic preference dimensions

extraversion-introversion, sensing-intuition, thinking-feeling, judging-perceiving

triarchic theory of intelligence

focuses on what a leader does when solving complex mental problems

Formal ethics policies and procedures

formal statements of ethical standards/policies, reporting mechanisms, disciplinary procedures, and penalties

Analytic intelligence

general problem-solving ability

job-centered dimensions

goal emphasis and work facilitation

Truth vs. loyalty

honestly answering a question that may compromise confidentiality

Consideration

how friendly and supportive a leader is toward subordinates. Leaders high in consideration show concern by speaking up for subordinates' interests and expressing appreciation for their work

Process focus

how goals are achieved is as important as achievement

Initiating structure

how much a leader emphasizes meeting work goals and accomplishing tasks. Leaders high in initiating structure engage in task-related behaviors like assigning deadlines and monitoring performance levels

extraversion

involves behaviors that are more likely to be exhibited in group settings and are generally concerned with getting ahead in life

In-group favoritism

involves doing acts of kindness and favors for those who are like us

Upward ethical leadership

involves individuals showing leadership by taking actions to uphold ethical standards when higher-ups misbehave

Overclaiming credit

involves overrating the quality of our own work and contributions

moral justification

involves reinterpreting otherwise immoral behavior in terms of a higher purpose

Moral ownership

is 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 one's broader sphere of influence.

Advantageous comparison

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

Ten characteristics describe servant leaders:

listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to other's growth, building community

trait approach

maintains that people behave in the way they do because of the strengths of the traits they possess

moral manager

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

Divergent thinking tests

many possible answers

Myers-Briggs Type Indicator (MBTI)

measures psychological preferences, or "mental habits"

Avolio's two components of ethical leadership

moral person, moral manager

Convergent thinking tests

one single best answer

Five Factor/ OCEAN Model

openness to experience, conscientiousness, extraversion, agreeableness, neuroticism

Core ideology

organization's purpose, guiding principles, basic identity, and most important values

Structural reinforcement

organization's structure and systems encourage higher ethical performance and discourage unethical performance

Displacement or diffusion of responsibility

people may violate personal moral standards by attributing responsibility to others/ whereby reprehensible behavior becomes easier to engage in and live with if others are behaving the same way

Disregard or distortion of consequences

people minimize the harm caused by their behavior

Attribution of blame

people sometimes try to justify immoral behavior by claiming it was caused by someone else's actions

ethics

principles of right conduct or a system of moral values

Five Factor/ OCEAN Model (definition)

provides an explanation for leaders' and followers' tendencies to act in consistent ways over time

Traits

recurring regularities or trends in a person's behavior

Terminal values

refer to desired end states (family security, social recognition)

Instrumental values

refer to modes of behavior (being helpful, being responsible)

Implicit prejudice

refers to subconscious prejudices that affect our decisions without us being aware of them

single-loop learning

reviewing data and facts and identifying the underlying root causes from the information gathered

Values are learned through

socialization

Practical intelligence

street smarts

Moral efficacy

the confidence in one's capability to mobilize personal, interpersonal, and other external resources to persist despite moral adversity

Moral Courage

the fortitude to face risk and overcome fears associated with taking ethical action

Moral reasoning

the process leaders use to make decisions about ethical and unethical behaviors i.e. the manner by which they solve moral dilemmas

unethical climates

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

euphemistic labeling

using cosmetic words to defuse or disguise the offensiveness of otherwise morally repugnant or distasteful behavior

Servant leadership

views serving others to be the leader's role