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Leadership
| Question | Answer |
|---|---|
| can be allocated but not lead | financial and physical capital |
| Leadership deffinition | process by which one person influences others to change cognition, affect, and behavior in a direction that helps to attain collective goales |
| GABP | generally accepted behavioral principals |
| Leadership DO | Listen better relationship managment tracking persons knowledge, not resource flow |
| Listening Better Reasons | -more trust -higher job sat -greater creativity |
| Listening better definitions | 100% or 0% attention (no phones!!!!!) don’t judge/evaluate/impose solutions less talking; no interruptions ask reflective, help-oriented questions |
| Asshole definition | hostility+intolerance+entitlement+hubris+machiavellianism |
| Cutting against asshole tendency | Assume the good / positive motives of others Make external attributions Be curious about others’ challenges Be pragmatic, not ideological about disagreements |
| How to survive assholes | Float w/ feet out, bump into rocks Reframe reactions -avoid self blame -develope emotional detachement -lower expectations -find small wins |
| Those in power tend to | become more focused on their own needs / wants become less focused on needs of others feel as though they’ve earned for rules for everyone else not to apply to them -be less filtered |
| Effectiveness definition | group goal attainment |
| Traits of leaders | self confidence need for achievemnt persistence emotional stability extraversion cognitrive ability |
| Task clearly defined | directiveness not necc |
| followers lack ability | need direction |
| Two types of leaders | Directive/achievement Supportive/paricipative |
| Directive/achievement | production, task emphasis: change / select people to fit tasks clarifies follower duties |
| Supportive/Participative | leader is approachable, supports, consults with, and shows peronal concern for followers Team harmony, chances tasks to people promotoes follower satisfaction |
| When the task itself is intrinsically satisfying | the need for high consideration and high structure is reduced. |
| Initiating structure | is the degree to which a leader structures the roles of followers by setting goals, giving directions, setting deadlines, and assigning tasks. A leader's ability to initiate structure primarily affects subordinates' job performance. |
| Consideration | is the extent to which a leader is friendly, approachable, supportive, and shows concern for employees. Consideration primarily affects subordinates' job satisfaction. |
| When subordinates lack knowledge how to perform a job or the job has vague goals or methods | consideration becomes less important, while initiating structure takes on additional importance. |
| When the goals and methods of performing the job are very clear and certain | consideration should promote subordinate satisfaction, while structure should promote dissatisfaction. |
| When subordinates are under a high degree of pressure due to deadlines, unclear tasks or external threat, | initiating structure increases satisfaction and performance. |
| visionary styles | Transformational and Charismatic leadership |
| Leadership matters most | when things are worst |
| CHARISMATIC define | articulating clear vision role modeling values communicating high performance expectations showing confidence in followers |
| Orginzational culture | set of shared understandings about the organization’s ... Basic assumptions values and beliefs norms |
| Artifacts | are visble observale manifestations that transmit culture -symbols -phys structures -language -stories -rituals -cermones |
| Underlying culture | invisible, inferred or tacit signles, less awareness -espoused values (said to be imp) -enacted values (obs to be imp) -takend for grated beliefs |
| 4 culture schems | -control -performance -innovation -people/team |
| perforamance culture def | achievement and action orientated, push for results |
| People team culture definition | fair to employees, care for customers, collaboration valued |
| innovation culture | innovation oriented, opportunity seeking, experimenting, not careful |
| Control culture | rule conscious, prefer stability, predictability, security |
| Building changing culture | -recruitment and selection -socialization -status hiearchy -resource allocation -duty & task assignment |
| Oginization def | -structured or patterned set of people with common goals that are not achievable by individuals alone |
| STRUCTURE DELTA ALWAYS.... | CREATS RESOURCE CONFLICT |
| Structure helps: | -resource eff -speed -adaptability -accountability -innovation |
| Basic structure types | functional divisional matrix network |
| Functional structure def | clear internal hierarchy based on task specialization, central authority, usually deep verticals |
| divisional structure def | external/market-facing via products, regions, mixed strategy v. implementation, flatter than functional |
| matrix structure def | split hierarchy, dual reporting: function and division with shared authority, flatter than div |
| network | decentralized lattice, spiders web, virtual org, one layer of hiearchy |
| Functional goal match | +resource eff (best), accountability -speed, adaptability, innovation |
| Divisional goal match | +adaptability (best), accountability (moderate) -resource eff (worst), speed, innovation |
| Matrix goal match | +resource eff, adaptbility, innovation -accountability(worst), speed |
| Network goal match | +speed (best), innovation (best), adaptability -resource eff, accountability |
| All companies need (goal) | innovation network or spun off function |
| Matrix structure fits | complex environment with multiple simultaneous demands |
| network structure fits | volatile, fastmoving envirnmoets |
| functional structure fits | stable environmet with known competitors |
| divisional structure fits | heterogeneous environment with highly varying sets of markets, customers |
| what is a team | -group of people -complementary skills -shared purpose -performance goals -common approach -mutual accountability |
| Team are good at | catch errors, improve quality evaluate ideas, solve problems, make decisions require variety of skills |
| Teams bad things | -disagreement can cause conflicts -risk taking, can be costly -have strong potential for inefficient |
| Team dev stages | -forming -storming -norming -performing -adjourning |
| Formula for effectiveness | =f-g*h |
| f+ | avg memeber intell, task skill and experience skill/knowledge variet motivation gains |
| g- | motivation losses -emotional conflicts -low identifiability -faultline strength -flow inefficiences |
| h | task interdependence |
| task interdepence def | how much members inputs, efforts, outputs are connected, coordinated |
| pooled (parallel) interdependence | mostly disjunctive -BASEBALL TEAM |
| Sequential (serial) interdependence | -relay team, assembly process |
| intensive (synchronized), | mostly conjuctive -football team, orchestra, surgery |
| Forming Team | Team Design |
| Team sized | -moderate (5-10) -too small=low skill variety too big = motivation losses, process ineff |
| Chartering is | establishment of agenda, ground rules for tasks, interactions |
| Mental models are | Collective representation/image of team’s functions; cog structure process: task-person interdependence goal (end state and time) want *low* σ (variance) |
| Getting a strong SMM | design: similar prior experience design: pre-visualization design: shared rewards -- “it’s amazing what can be accomplished when no one gets the credit” (T. Bennett, UVA) practice/training together routine communication role rotation |
| Diversity | distribution of differences in social identities (the social categories or membership groups to which individuals feel strong attachment) that give meaning to and shape daily experience |
| inclusion | acceptance of individual social identities, as demonstrated in opportunity to contribute and be appreciated for those contributions |
| Faultline deffinition | co-alignment of diversity features within a team; more attributes same w/in & diff between subgroups, stronger faultline |
| How to bridge faultlines | -Cross-cut , don’t deepen, the faultline, by reorganizing -subgroups; avoid tokens -Role rotation -Monitor for breaching conflicts -Have common external threat |
| Trust def | willingness to be interpersonally vulnerable |
| 3 trust dimensions | -competence -benevelonce -integrity |
| Social loafing def | Tendency to withhold physical or intellectual inputs; less effort when performing team task |
| Solutions to loafing | smaller team more visible inputs peer performance reviews distinct member roles, so unique contribution |
| Reasons social loafing occurs | individual contributions not identifiable inputs seen as unnecessary, dispensable fear others free-ride on my effort (sucker effect) |
| Reasons for team decision making | more vigilant about error more information access more varied alternatives more diverse perspectives better (pooled) memory |
| Reasons against team decicsion making | less quick, less efficient, inhibits brainstorming politics of self-interest; members protect resources teams concentrate on majority, shared info too much; can lapse into “groupthink” |
| Dialectic Inquiry | randomly split in rough halves, after team decides top two options; attack others’ option forces cognitive (good) type of conflict |
| Storming | interpersonal state in which two or more parties see incompatible preferences for resource allocations, goals, taks, values, or prectivies |
| Sources of conflict | -Identity -Role -external stress |
| Conflict types | -Congnitive -Affective |
| Cognitive Conflict deffinition | -disputes over goals, task conflict -disputes over procedures- process conflict -Can be good conflict in prob sovling |
| affective conflict | -disputes over individual diffs -relationship based -bad conflict, always avoid |
| Conflict handling process | 1.anticipate opposing forces 2. attribution and emontion, wy? 3. act: how |
| Conflict handling styles | -accommodating -compromising (negotiating) -forcing (competing) -collaborating -avoiding |
| avoiding conflict | -low coop and assertiveness -small issue -insufficient info |
| Accomodating conflict | -high coop, low assertive -have to defuse explosive -need harmony, avoid disruption |
| Forcing Conflict | -low coop, high assertive -emergency -unpopulat decision required for survival |
| Compromising | -med coop and assertive -agreement allows all to be better |
| Collaborative | -high assert and coop -high interdepence, roughly equal power of party -long run mutual benefits |
| Negotiation types | -distribution -integrative |
| distributive negotiation def | parties compete over fixed resource pool on limited issue dimensions -zero sum game -win-lose bargain -slice the cake -short term deals |
| integrative negotiation def | parties compete and cooperate (create value) to acheive max joint bene -variable sum game -win win -expand pie -often complex longer term deals |
| BANTA def | best alternative to negotiated agreement, fallback plann |
| Reserve price | position on issue dimension that is the minimum |
| ZOPA | zone of poss agreement, range of issue dimension between reserve prices, bargaining zone |
| target price | goal or aspiration for position on issue dimension |
| Negotiating DONTS | -focus solely on price (understand interest instead) -give into perceptual biases -display emotion (unless one off) -reward obstinance |
| Negotiating DOS | -investigate other party BATNA (info asymmetry) -Concentrate on interests, not positions (interest is underlying motivation for negotiating) -focus on issues, not personalities -respond in kind (tit for tat on extreme offers) |
| Anticipate conflict from.... | different identities, role responsibilities, and environmental stresses |
| Transacational leadership style | this for that |
| Types of leadership styles | visionary and transactional |
| process by which a person influences others to change cognition, affect, and behavior in a direction that helps attain collective goals | leadership deficition |
| Goal definition | target state of the world not yet attained |
| Goals direct effort by | creating tension between current state and desired state |
| goals can help | initiate effor and persitt it |
| SMART definition | specific, measurable, accountable, realistic, time-bound |
| Motivation deffinition | force that initiates, directs, and helps people persit ina course of action |
| Motivation is.... | a resource allocation process by which people spend their time and energy on sets of behaviors |
| MOST BROAD GOALS OF LEADING OTHERS | MOTIVATION |
| effort needs | ability lack of situational constraings to translate into performance |
| Performance equation | (effort x ability) / situational constraints |
| Behaviour is | function of expected consequences |
| Managers can controll behavoiour by..... | controlling consequences |
| Reingorcement works best in.... | manufacturings since output is more tangible and measurable |
| Needed for punishmnet | -immediate -consistenet over time and perons -right size -continually monitored -accompanied by alternative behavior |
| what get measuered | gets rewarded |
| what gets rewarded | gets done |
| pay for performance pros | -consistent w/ reinforment principles -strong signalling -can comprare across employees -$ is generally valued |
| pay for performance cons | -create competition, inequity perceptions -often hard to define and measure performance -not everyone values money same |
| pay systems should be | -predictable -transparent -consistent -flexible -aligned with organizational culture |
| intrinsic motivators | -skill variety -task identity -task significance -autonomy -feedback |
| 4 extrinsic/intresic | challenge- intrinsic enjoyment-intrinsic pay-extrinsic recognition-extrinsic |
| Job satisfaction negatives | -lateness -absenteeism -turnbover -misconduct |
| job satisfaction pluses | +work quantity +work quality |
| Demotivators | -distributive injustice; outcome inequity |
| equity theory | reduced motivation from distributive injustices, outcomes/inputs of self versus others |
| managing inequity | -choice of referent other -perceived outcomes -relevance of inputs -process of allocating outcomes |
| procedual justice def | fairness of process for allocationg outcomes or making decisions that affect others |
| if outcomes unfavorable | procedual justice is crucial |
| if stuck in armadillo environment | -reframe reactions and find small wins |
| prepare for worst day as leader | -dont ignore emotional reaction -allow time and space for processing -note personal connection |
| leaders are judged by team effectivenes, which is | -hard performance -viability -individual dev |
Created by:
jonbomb400
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