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L/S Exam 2
Leadership & Supervision Exam 2
| Question | Answer |
|---|---|
| Diversity Helps Organizations | A workforce made up of people with different human qualities or belong to various cultural groups |
| Interactive Leaders | A leadership style in which people develop personal relationships with followers, share power and information, empower employees, and strive to enhance others feelings of self worth |
| High Power Distance | People accept inequality in power among institutions, organizations, and individuals. |
| Glass Ceiling | An invisible barrier that separates women and minority from top leadership positions |
| Gender Discrimination | Treating people differently based on prejudicial attitudes and stereotypes; this often hurts women’s chances of getting leadership positions |
| Opt-Out Trend | When women get off the fast track before they ever encounter the glass ceiling effect; survey showed 37% of highly qualified women left employment early |
| Political Tactics | Appeal to a vision, use rational persuasion, help people like you, rely on the rule of reciprocity, develop allies, ask for what you want |
| Sexual Harassment | A specific area in which unethical use of power is of increasing concern for organizations. |
| Charismatic Leader | Leaders who have the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice |
| Socialized Leaders | Exercise power in the service of higher goals that will benefit others and the organization as a whole |
| Guide to Ethical Action | 1. Is the action consistent with the organization’s goals, not self interest? 2. Does the action respect the rights of individuals? 3. Does the action meet standards of fairness and equity? 4. Would you wish others to behave in the same way? |
| Charismatic Leaders | Leaders who have the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice |
| Domain of Strategic Leadership | TOP TO BOTTOM- Vision; where are we headed? Mission; who are we?; Strategy- how do we get there?; Mechanisms for execution- What do we do right now? |
| An Effective Vision | Not readily and easily attainable. Show where the company is now and how the company intends to move towards a desired future. |
| The Common Themes of Vision | Has a broad appeal, deals with change, reflects high ideals, defines the destination and the journey |
| Effective Leaders | Can target a vision for a desired future, co-create the vision, identify strengths, solicit feedback, and share a vision widely |
| Strategic Leadership | The ability to anticipate and envision the future, maintain flexibility, think strategically, and initiate changes that will create a competitive advantage for the organization in the future |
| Strategic Thinkers | Question their own and others’ assumptions and mental models |
| Visible Levels of Corporate Culture | Artifacts such as dress, office layout, symbols, slogans, and ceremonies. |
| Adaptive Organizational Culture | A way of operating where change is expected and adapting to those changes is smooth, routine and seamless |
| Culture Gap | The difference between desired and actual values and behaviors |
| Internal Integration | Culture helps employees develop a collective identity and know how to work together effectively |
| High-Performing Culture | Leaders care about both values and performance |
| Achievement Corporate Culture | Culture characterized by a clear vision of the organization’s goals and leaders’ focus on the achievement of specific targets |
| Forces Driving the Need for Organizational Change | Include technological advances, globalization, social media and the info revolution, shifting social attitudes, changing market forces, E-business and mobile commerce, increasing regulation |
| Change Strategies | |
| Employees Resist Change because | Resistant to change is a natural tendency, they view it as disruptive and painful |
| Eight-Stage Model of Planned Organizational Change | 1. Light a fire for change 2. Get the right people on board 3. Paint a compelling picture 4. Communicate the change widely 5. Remove obstacles and empower people to act 6. Achieve and celebrate quick wins 7. Keep it moving 8. Make changes stick |
| Appreciative Inquiry | A technique for leading change that engages individuals, teams, or the entire organization by reinforcing positive messages and focusing on learning from success |
| Effective Brainstorming | Keys to effective brainstorming include no criticism, freewheeling is welcome, and quantity desired must be specified |
Created by:
joebouhadana
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