Question 1

	Efficiency:

Accepted Answer

conveying information as quickly as possible

Question 2

	Effectiveness:

Accepted Answer

extent to which the listener understands your message

Question 3

o	Leader:

Accepted Answer

expert in understanding all facets of the organizational relationships between operations, research, and development(R&D), training, marketing, sales, information  development(R&D), training, marketing, sales, information technology, HR, etc.

Question 4

o	Manager:

Accepted Answer

understand their specific responsibility/role within a segment of the organization. Managers can/do possess leadership traits and skills, but are expected to apply them in a routine way to a narrower segment of the organization.

Question 5

o	Leaders

Accepted Answer

don’t necessarily have formal authority in an organization; managers do

Question 6

what is the difference between leaders and managers

Accepted Answer

o	Leaders prioritize long term action plans (strategic visions), while managers prioritize short-term (operational vision)

Question 7

Who is more risk avers, manager or leaders

Accepted Answer

Managers are more risk averse.

Question 8

o	Follower:

Accepted Answer

someone who supports or is guided by another person

Question 9

o	Subordinate:

Accepted Answer

Someone in a position of less power or authority than someone else

Question 10

o	Can a person be both a follower and subordinate

Accepted Answer

A person can’t be both at the same time, just one, or neither.

Question 11

o	Do  Followers have a position within an organization.

Accepted Answer

No

Question 12

o	Leadership Myth

Accepted Answer

1: Effective leadership is all common sense.

Question 13

o	Leadership Myth

Accepted Answer

2: Leaders are born, not made.

Question 14

o	Leadership Myth

Accepted Answer

3: Leadership can only be learned through firsthand experience (i.e., “The school of Hard Knocks”)

Question 15

o	Leadership outcomes are the result of what

Accepted Answer

an interaction between leaders, followers, and the situation

Question 16

•	Leadership styles are

Accepted Answer

A combination of interpersonal skills and traits that form a leader’s character as judged by the follower or subordinate

Question 17

what are the two dimensions of leadership styles

Accepted Answer

Task-oriented and relationship oriented

Question 18

	Relationship-oriented dimensions

Accepted Answer

prioritize improving the quality of interpersonal relationships in the workplace.

Question 19

•	Followership styles are shown in what model

Accepted Answer

o	Kelley model of followership

Question 20

	Followers can be classified based on two broad dimensions.

Accepted Answer

1: Independent, critical thinking vs dependent, uncritical thinking
2 Active followers vs. Passive followers

Question 21

o	5 followership styles

Accepted Answer

1 Alienated followers
2 Conformist followers
3 Pragmatist followers
4 Passive followers
5 Exemplary followers

Question 22

Alienated followers

Accepted Answer

•	Habitually point out the negative aspects of the organization to others

Question 23

Conformist followers

Accepted Answer

•	“Yes people”; they comply with whatever is asked of them.

Question 24

Pragmatist followers

Accepted Answer

•	Inconsistently committed to their group’s work goals, but they try to do just enough to avoid drawing attention to themselves or getting fired

Question 25

Passive followers

Accepted Answer

•	Rely on leaders to do all the thinking, no sense of initiative or responsibility, require constant supervision

Question 26

Exemplary followers

Accepted Answer

•	Consistently independent, innovative, and willing to give constructive feedback to leaders when the situation warrants it. They use their talents for the benefit of the organization

Question 27

	The Situation

Accepted Answer

Location (country, city, etc.), Type of industry,  Type of organization, and Issues within the organization during a given period.

Question 28

•	Implications for leadership practice

Accepted Answer

Understanding leadership requires the understanding of more than just leaders.

Question 29

o	Is it worth it training people for development purposes

Accepted Answer

Yes (research indicates it generally worth the investment)

Question 30

what does the (AOR) model stand for

Accepted Answer

•	Actions-Observation-Reflection

Question 31

	Action

Accepted Answer

:What did you do?

Question 32

	Observation:

Accepted Answer

What happened? (Impact on you, others, and organization)

Question 33

	Reflection:

Accepted Answer

How do you look at it now? How do you feel about it now?

Question 34

o	Perceptual set

Accepted Answer

Tendency or bias to perceive one thing and nor another.

Question 35

what is perception?

Accepted Answer

Influenced by feelings, needs, prior experience, expectations, etc.

Question 36

o	Organizational internal Strengths

Accepted Answer

Skills and capabilities that give the organization special competencies and advantages in executing strategies in pursuit of its vision.

Question 37

o	Organizational internal weaknesses

Accepted Answer

Drawbacks/obstacles that hinder an organization in executing strategies in pursuit of its vision.

Question 38

o	Organizational external opportunities

Accepted Answer

Environmental factors an organization can exploit for competitive advantage.

Question 39

o	Organizational external threats

Accepted Answer

Environmental factors that hinder an organization’s achieving a competitive advantage

Question 40

o	Developmental tools

Accepted Answer

college tools, organizational settings tools, coaching/mentoring

Question 41

	(Typical) college tools

Accepted Answer

Case studies, simulations

Question 42

	(Typical) organizational settings (actual jobs) tools

Accepted Answer

•	In-basket exercise: participants are given a limited amount of time to prioritize and respond to a number, notes, letters, and phone messages from a fictitious leader’s in-basket.

Question 43

	Coaching/mentoring

Accepted Answer

Sharing your knowledge, skills and/or experience, to help another to develop and grow.

Question 44

	Single-loop learning

Accepted Answer

A change in behavior that occurs when people use feedback to attempts to address a setback in pursuing a specific goal (or goals)

Question 45

	Double-loop learning

Accepted Answer

A change in behavior that occurs when people use feedback to confront the validity of the goals or the values implicit to the situation.

Question 46

o	Individual differences in development propensity

Accepted Answer

Highly conscientious people are most likely to adhere to the training/ development programs in general.

Question 47

o	What is power?

Accepted Answer

The capacity to impose your will on others or the potential to influence others

Question 48

o	What is leadership?

Accepted Answer

The capacity to inspire/influence others to voluntarily follow you instruction

Question 49

o	What’s the difference between a leadership and power?

Accepted Answer

With leadership, people follow you voluntarily
With power, people are not following/listening voluntarily

Question 50

o	What is influence?

Accepted Answer

The amount of change in a person’s attitudes, values, or behaviors as a result of experiencing influence tactics

Question 51

o	Influence tactics

Accepted Answer

rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals, coalition tactics, pressure tactics, legitimizing tactics, and strategic sexual performance

Question 52

	Rational persuasion

Accepted Answer

Justifying your perspective with logic and evidence

Question 53

	Inspirational appeals

Accepted Answer

Justifying your perspective with emotion-based arguments

Question 54

	Consultation

Accepted Answer

Including followers in the development of long-term strategies

Question 55

	Ingratiation

Accepted Answer

•	Using praise/flattery to convince others to aid you

Question 56

	Personal appeals

Accepted Answer

Citing a pre-existing relationship (or a person’s kindness) as reasons to ask the person for help

Question 57

	Coalition tactics

Accepted Answer

Using other so influence a target

Question 58

	Pressure tactics

Accepted Answer

Persistent reminders

Question 59

	Legitimizing tactics

Accepted Answer

Making requests based on your position or authority

Question 60

	Strategic sexual performance

Accepted Answer

Behavior that suggests sexual intent, content, or meaning by its performers, observers or both; and its intended to influence

Question 61

	Credibility

Accepted Answer

The ability to engender trust in others (i.e., to make people trust you)

Question 62

•	The Big 5

Accepted Answer

Openness
Conscientiousness - high
Extraversion - high
Agreeableness
Neuroticism - low

Question 63

•	Dark Triad

Accepted Answer

Narcissism
Machiavellianism
Psychopathy

Question 64

o	Narcissism

Accepted Answer

Having a self-centered perspective, feelings of superiority, and a drive for personal power and glory

Term	Definition
 Efficiency:	conveying information as quickly as possible
 Effectiveness:	extent to which the listener understands your message
o Leader:	expert in understanding all facets of the organizational relationships between operations, research, and development(R&D), training, marketing, sales, information development(R&D), training, marketing, sales, information technology, HR, etc.
o Manager:	understand their specific responsibility/role within a segment of the organization. Managers can/do possess leadership traits and skills, but are expected to apply them in a routine way to a narrower segment of the organization.
o Leaders	don’t necessarily have formal authority in an organization; managers do
what is the difference between leaders and managers	o Leaders prioritize long term action plans (strategic visions), while managers prioritize short-term (operational vision)
Who is more risk avers, manager or leaders	Managers are more risk averse.
o Follower:	someone who supports or is guided by another person
o Subordinate:	Someone in a position of less power or authority than someone else
o Can a person be both a follower and subordinate	A person can’t be both at the same time, just one, or neither.
o Do Followers have a position within an organization.	No
o Leadership Myth	1: Effective leadership is all common sense.
o Leadership Myth	2: Leaders are born, not made.
o Leadership Myth	3: Leadership can only be learned through firsthand experience (i.e., “The school of Hard Knocks”)
o Leadership outcomes are the result of what	an interaction between leaders, followers, and the situation
• Leadership styles are	A combination of interpersonal skills and traits that form a leader’s character as judged by the follower or subordinate
what are the two dimensions of leadership styles	Task-oriented and relationship oriented
	prioritize effective ways to complete tasks.
 Relationship-oriented dimensions	prioritize improving the quality of interpersonal relationships in the workplace.
• Followership styles are shown in what model	o Kelley model of followership
 Followers can be classified based on two broad dimensions.	1: Independent, critical thinking vs dependent, uncritical thinking 2 Active followers vs. Passive followers
o 5 followership styles	1 Alienated followers 2 Conformist followers 3 Pragmatist followers 4 Passive followers 5 Exemplary followers
Alienated followers	• Habitually point out the negative aspects of the organization to others
Conformist followers	• “Yes people”; they comply with whatever is asked of them.
Pragmatist followers	• Inconsistently committed to their group’s work goals, but they try to do just enough to avoid drawing attention to themselves or getting fired
Passive followers	• Rely on leaders to do all the thinking, no sense of initiative or responsibility, require constant supervision
Exemplary followers	• Consistently independent, innovative, and willing to give constructive feedback to leaders when the situation warrants it. They use their talents for the benefit of the organization
 The Situation	Location (country, city, etc.), Type of industry, Type of organization, and Issues within the organization during a given period.
• Implications for leadership practice	Understanding leadership requires the understanding of more than just leaders.
o Is it worth it training people for development purposes	Yes (research indicates it generally worth the investment)
what does the (AOR) model stand for	• Actions-Observation-Reflection
 Action	:What did you do?
 Observation:	What happened? (Impact on you, others, and organization)
 Reflection:	How do you look at it now? How do you feel about it now?
o Perceptual set	Tendency or bias to perceive one thing and nor another.
what is perception?	Influenced by feelings, needs, prior experience, expectations, etc.
	strengths, weaknesses, opportunities, and threats
o Organizational internal Strengths	Skills and capabilities that give the organization special competencies and advantages in executing strategies in pursuit of its vision.
o Organizational internal weaknesses	Drawbacks/obstacles that hinder an organization in executing strategies in pursuit of its vision.
o Organizational external opportunities	Environmental factors an organization can exploit for competitive advantage.
o Organizational external threats	Environmental factors that hinder an organization’s achieving a competitive advantage
o Developmental tools	college tools, organizational settings tools, coaching/mentoring
 (Typical) college tools	Case studies, simulations
 (Typical) organizational settings (actual jobs) tools	• In-basket exercise: participants are given a limited amount of time to prioritize and respond to a number, notes, letters, and phone messages from a fictitious leader’s in-basket.
 Coaching/mentoring	Sharing your knowledge, skills and/or experience, to help another to develop and grow.
 Single-loop learning	A change in behavior that occurs when people use feedback to attempts to address a setback in pursuing a specific goal (or goals)
 Double-loop learning	A change in behavior that occurs when people use feedback to confront the validity of the goals or the values implicit to the situation.
o Individual differences in development propensity	Highly conscientious people are most likely to adhere to the training/ development programs in general.
o What is power?	The capacity to impose your will on others or the potential to influence others
o What is leadership?	The capacity to inspire/influence others to voluntarily follow you instruction
o What’s the difference between a leadership and power?	With leadership, people follow you voluntarily With power, people are not following/listening voluntarily
o What is influence?	The amount of change in a person’s attitudes, values, or behaviors as a result of experiencing influence tactics
o Influence tactics	rational persuasion, inspirational appeals, consultation, ingratiation, personal appeals, coalition tactics, pressure tactics, legitimizing tactics, and strategic sexual performance
 Rational persuasion	Justifying your perspective with logic and evidence
 Inspirational appeals	Justifying your perspective with emotion-based arguments
 Consultation	Including followers in the development of long-term strategies
 Ingratiation	• Using praise/flattery to convince others to aid you
 Personal appeals	Citing a pre-existing relationship (or a person’s kindness) as reasons to ask the person for help
 Coalition tactics	Using other so influence a target
 Pressure tactics	Persistent reminders
 Legitimizing tactics	Making requests based on your position or authority
 Strategic sexual performance	Behavior that suggests sexual intent, content, or meaning by its performers, observers or both; and its intended to influence
 Credibility	The ability to engender trust in others (i.e., to make people trust you)
• The Big 5	Openness Conscientiousness - high Extraversion - high Agreeableness Neuroticism - low
• Dark Triad	Narcissism Machiavellianism Psychopathy
o Narcissism	Having a self-centered perspective, feelings of superiority, and a drive for personal power and glory
o Machiavellianism	A cynical view of human nature; condones opportunistic and unethical ways of manipulating people. Puts results over principles
o Psychopathy	Lack of concern for others, impulsive behavior, and a dearth of remorse when your behavior harms others
 Leadership Styles	autocratic, transactional, and servant
• Two Task-oriented styles	Autocratic and transactional
o Autocratic leadership style	Individual control over all decisions with little/no input from group members
o Transactional leadership style	Clarifies employees’ roles and task requirements and providing rewards and punishments contingent on performance
Relationship-oriented style	servant
o Servant leadership style	Providing increased services to others (meeting the goals of both followers and the organization) rather than to oneself
o Ethical leadership styles	Normative appropriate behavior focusing on being a moral role model. Neither primary task- nor relationship oriented
o Laissez-faire leadership styles	Passive indifference about the task and subordinates
• A mix of task- and relationship-oriented	Democratic
o Democratic leadership style	Encourages the participation of followers in making decisions does not require the close supervision of employees
o Transformational leadership styles	Transforms employees to pursue leaders goals over self-interest
 Resource-dependence principle	A leaders influence is based on the relevance of the leader’s abilities to addressing the needs of the situation
 Implicit leadership theory	Mental representations an individual has about general (or ideal) leaders will influence how the individual acts toward
• Implications of leadership practice	An effective communicator can be a terrible influencer. An ineffective communicator can be a great influencer. The leadership style you choose should be relevant to the needs of the situation you are in
o Ginnet model of team design	Task: Do members know what the task is? Is the task consistent with the mission? Boundaries: Is the collective membership of the team appropriate for the task? Norms: Do members share appropriate norms for working together? Authority: Has the leader e
 Group cohesion	The sum of the forces that attract members to a group, provide resistance to leaving it, and motivate them to be active in it
o Group size and leadership issues	clique and span control
 Clique	Subgroups of individuals who often share the same goals, values, and expectations.
 Span control	The number of followers a leader has (“wide” = many; “narrow” = few)
 Task roles	Initiating: define problem, assign tasks Information seeking: ask questions, seek data/opinions Information sharing: provide data/opinions. Summarizing: review/integrate people’s data/opinions Evaluating: assess info quality and reasonableness of reco
 Relationship roles	Harmonizing: resolve interpersonal conflicts, reduce tension Encouraging: support/praise others, display warmth/friendliness Gatekeeping: assure everyone has a chance to be heard
 Dysfunctional roles	Dominating: monopolize time, force views on others Blocking: obstructing group efforts, persistent negativity Attacking: belittle others Distracting: engage in irrelevant behaviors
 Role conflicts:	receiving contradictory messages about expected behavior
• Intrasender:	same person sends mixed signals
• Intersender:	guidance received from one person contradicts guidance received from other person(s)
• Interrole:	unable to be effective in all your roles
• Person-role:	guidance received (about your role) violates your values
o Adaptability	The ability to recognize/react appropriately to environmental changes affecting the organization
 Area of operation	The working environment that directly impacts the daily operations inside and outside the organization
 Area of interest	The area the leader needs to be situationally aware of outside of the day-to-day operations
 Legitimate Power	Power that results from a person’s formal position within an organization
 Reward Power	Power that results from a person’s authority to reward subordinates
 Coercive Power	Power that results from a person’s authority to punish
 Expert Power	Power that results from a persons specialized information or expertise
 Referent Power	Power derived from being seen as attractive or admirable
 Need for power Motive	Individuals high in need for power get satisfaction from influencing others
o Pitfalls of cohesions:	beware of overbounding and ollienism
 Overabounding:	creating too many boundaries between your team and outsiders
 Ollienism:	overly loyal followers to illegal things to fulfill your agenda because they think it will please you.
o Business plan	Document outlining a firm’s goals, the strategy for achieving them, and how success will be measured.
 VRIO model	value, rarity, imitability, organizations
• Value	Is the resources or capability valuable?
• Rarity	Is the resource or capability currently controlled by few or no other firms?
• Imitability	Is the resource or capability costly for other firms to imitate?
• Organizations	Is your firm organized to exploit resources or capability?
o Components of a business plan	mission statement and mission analysis
 Mission statement	Description of an organization’s purpose/reason for existing
• Mission analysis	Process for developing mission statement
o Specified task	Explicitly states tasks that are articulated as part of the org’s reason for existing
o Implied tasks	Tasks that are necessary for achieving mission, but not explicitly stated
 Vision statement	An org’s purpose that distinguishes it from similar org’s; the leader’s long-term ideal organizational outcome from an
o Enrollment	Voluntarily becoming part of something
o Commitment	Being enrolled AND feeling personally responsible for carrying out the vision
o Compliance	Followers help to fulfill the visionThis can occur without enrollment or commitment
 Types of compliance	Genuine: sees value in the vision and commits to it Formal: understands benefits of vision; meets jo performance expectation Grudging: seeing no benefit of the vision; doing the bare minimum (ex: at least showing up to work and meetings) Non-compliance
o SMART goals	specific: not vague Measurable: can be measured in some way Attainable: challengeing but realistic Result-oriented: should support organizations vision target dates: should include deadlines
o Standing plans	Plans developed for activities that occur repeatedly over a period of time
o Policy	General statement about appropriate behavior within an organization Flexible, discretionary consequences
o Rule	Specific statement about what you can do or what you cannot do within an organization Inflexible, consistent consequences
o Job Analysis	Purpose is to determine, by observation and analysis, the basic elements of a job
o Job description	Summarizes what the employee does and why he/she does it
o Job specification	Describes the minimum qualifications a person must have to perform the job successfully
 Internal recruitment	Making people already in the organization aware of the job opening; mainly done with job posting
 External Recruitment	Attracting job applicants from outside the organization
o Selection Recruitment	Screening of job applicants to hire the best candidate
o KSOA	knowledge, skills, abilities, other personal attributes
o Unstructured interview	Questions are changed to match the specific applicant. Question are unstandardized
o Structured interview(better and more fair)	There is a set of standardized questions based on the job analysis, not on individual candidates resumes.
 Situational Interview	The candidate is given a scenario and is asked how he or she might deal with the situation
 Behavioral description Interview	The candidate is asked questions about what action was actually taken in different situations
• Employment tests Interview	Any procedure used in the employment selection decision process.
 Ability tests Interview	Measure physical abilities, strength and stamina, mechanical abilities, and clerical abilities.
 Integrity abilities Interview	Asses attitudes and experience related to a persons honesty, dependability, trustworthiness, reliability, and prosocial behavior.
 Personality Tests Interview	Measure traits such as adjustments, energy, sociability, independence and need of achievement.
 Performance tests	Measure performance on actual job tasks
o EEOC (Equal employment opportunity commission)	Enforces antidiscrimination laws and other employment-related laws
o Workplace discrimination	Occurs when people are hired or promoted (or denied hiring or promotion) for reasons not relevant to the job
• Title VII 1964 Civil rights act	No discriminating based on race, color, religion, sex, or national origin.
• 1967 Age discrimination in employment act	No discrimination based on age…if the applicant/employee is over 40.
o Disparate treatment	Occurs when employees from protected groups are intentionally treated differently. Deliberate
o Adverse impact	Occurs when an organization uses an employment practice or procedure that results in unfavorable outcomes to a protected Just happens but is not intended
• Bona fide occupational qualification	Your employment requirements are reasonably necessary to the normal operation of the particular business or enterprise.
• Training	Can be a one-time thing or can be ongoing. Important for employee retention

HRM 446

HRM 446 notes

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