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Leadership 220
Leadership 220 Final Exam
| Question | Answer |
|---|---|
| Hoopes Intercultural Learning Process | Stage 1: Ethnocentrism Stage 2: Awareness Stage 3: Understanding Stage 4:Acceptance/Respect Stage 5: Selective Adoption Stage 6: Appreciation |
| Stage 1: Ethnocentrism | -Everyone is like me -My way is best -Individuals strongly believe their culture is best -Intolerant of other differences |
| Stage 2: Awareness | -Aware that other "good" cultures exist, but for others not for yourself -"live and let live" -"I'll do my thing, you do yours" |
| Stage 3: Understanding | -Educational Phase -Individuals take time to learn about other cultures |
| Stage 4: Acceptance/Respect | -Individuals are beginning to accept other cultures without comparing or judging them. They are putting why they know to use. |
| Stage 5: Selective Adoption | -Individuals secretly adopt aspects of other cultures that they see as having value to them. |
| Stage 6: Appreciation | -appreciate different cultures and their value. |
| Riddle Scale | 1: Repulsion 2: Pity 3: Tolerance 4: Acceptance 5: Support 6: Admiration 7: Appreciation |
| Stage 1: Repulsion | -"Crime against nature" -anything is justified to change them |
| Stage 2: Pity | -you're better -anyone else should be pitied. |
| Stage 3: Tolerance | -"You'll grow out of it" |
| Sage 4: Acceptance | -"Don't flaunt it" -"Your choice what you do" |
| Stage 5: Support | -work to make everyone/thing equal |
| Stage 6: Admiration | -realizings that whatever you oppose takes strength to be proud of. -rethinking previous thoughts about thing. |
| Stage 7: Appreciation | -see everything as valid and as valuable. |
| culture | the sum of ways of living; values, beliefs, esthetic standards, linguistic expression, patterns of thinking, behavioral norms, and styles of communication which a group of people has developed. |
| charismatic leader | who possesses a special quality that enables the person to mobilize and sustain activity within an organization through specific personal actions combined with perceived personal characteristics. |
| charismatic leader traits | 1. Envisioning 2. Energizing 3. Enabling |
| superleadership | occurs when a leader can lead others to lead themselves. |
| Age Distribution is U.S. | Generation Y: 26% (born between 1977-1997) Generation X: 50 million people (born between 1964-1977) Baby Boomers:27% (born between 1946-1964) |
| social identity | -categorization process -compare characteristics of one group with other groups. |
| homogenization process | similar traits within a group; different traits across groups. |
| differentiation process | develop less favorable images of people in groups other than our own. |
| stereotyping | -process of assigning traits to people based on their membership in a social category -->categorical thinking -->strong need to understand and anticipate others' behavior -->enhances our self-perception and social identity |
| Stodgill | "A person does not become a leader by virtue of the possession of some combination of traits." --trait theory; characteristics of leaders are different from non-leaders |
| Seven Leadership Competencies | -Emtional Intelligence -Integrity -Drive -Leadership Motivation -Self-Confidence -Intelligence -Knowledge of the business |
| Emotional Intelligence | -Perceiving, assimilating, understanding, and regulating emotions. |
| Integrity | -Truthfulness -Translates words into deeds. |
| Drive | -inner motivation to pursue goals -need for achievement, quest to learn. |
| leadership motivation | -high need for socialized power to accomplished team's or firm's goals. |
| self-confidence | -strong belief in one's ability to lead others. |
| intelligence | -above average cognitive ability -can analyze problems/opportunities |
| knowledge of the business | -familiar with the business environment -aids intuitive decision making |
| model of emotional intelligence | -self-awareness -self-management -social awareness -relationship management. |
| Schein | -women would lead differently in making the work-family interface a priority. -women also need to overcome the attitudinal barriers that can limit their opportunities. -effective leaders=vision and changes. |
| Toffler | Change is the process by which the future invades our lives leadership is the way to invade the future. moral m relating to principles of right and wrong people involved in change are often called change agents |
| transitions vs. change | change: occurs at a specific time and involves something beginning or ending. transition: cannot be pinpointed to a particular time and always begins with an ending. Transitions are psychological process that can take time to complete. |
| Schlossberg | -four potential resources to help manage change. 1. situation 2. yourself. 3. supports 4. strategies for coping. |
| Satisfaction | being satisfied with the status quo |
| fear | fear of the unknown |
| self-interest | even if the change benefits others, it may alter their status quo or perks, so they resist. |
| lack of self-confidence | change makes us vulnerable and requires confidence to inspire others to see the possibilities |
| myopia | not being able to see beyond the present. |
| habit | can be positive, but they can also inhibit change, causing groups to be drive by traditions, customs, and patterns. |
| Connor's Expanded Kubler-Ross five stage model | 1: Stability 2. Immobilization 3. denial 4. anger 5. bargaining 6.depression 7. testing 8. acceptance. |
| Conner's five phases of positive response to change | 1. uniformed optimism 2. informed pessimism 3: hopeful realism 4: informed optimism 5: completion |
| Primary Dimensions of Diversity | -age -race -ethnicity -gender -physical abilities -sexual orientation |
| Kotter's Eight Stage Process of Creating Major Change | 1. establishing a sense of urgency 2. creating the guiding coalitions 3. developing a vision and strategy 4. communicating the change vision. 5. empowering broad based action 6. generating short-term wins 7. consolidating gains 8. Anchoring new ap |
| Establishing a Sense of Urgency | 1. examine the market and completive forces 2. identifying and discussing crises, potential crises, or major opportunities. |
| creating a guiding coalition | 1. putting together a group to lead the change 2. getting the group to work together as a team. |
| developing a vision and strategy | developing strategies for achieving that vision |
| communicating the change vision | -using every vehicle possible to constantly communicate the new vision and strategies -having the guiding coalition model the role behavior expected of employees |
| empowering broad based action | -getting rid of obstacles -changing systems or structures that undermine the change vision -encouraging risk taking and nontraditional ideas, activities, and actions |
| generating short- term wins | -planning for visible improvements in performance -creating those wins -visibly recognizing and rewarding people who made the wins possible. |
| consolidating gains and producing more change | -using increased credibility to change all systems, structures and policies that don't fit the transformation vision -developing people who can promote change vision -reinvigorating the process with new change agents. |
| anchoring new approaches in the culture | -creating better performance -articulating connections -developing means to ensure leadership development. |
| social change model | -Personal/individual aloes -societal/community value -group values |
| personal/individual values | -consciousness of self=knowing yourself -congruence=thinking, feeling toward others -commitment+intensity and duration of relationships |
| societal/community value | -citizenship! |
| team size | groups of two or more people. |
| team trust | -interdependence -mutually accountable |
| team composition | -motivation -competencies -homogeneous or heterogeneous |
| homogeneous | -less conflict, faster team development, performs better on cooperative tasks better coordination high satisfaction of team members unity |
| Gardner | "Cry for Leadership" -must understand possibilities and limitations of leadership |
| Burns | -leadership is most observed and least understood -transformation leadership -"leaders and followers raise one another to higher levels of morality and motivation" |
| rituals | programmed routines |
| ceremonies | planned activities for an audience |
| collectivism | group |
| individualism | individual-U.S. Canada |
| Power Distance | the degree that people accept an unequal distribution of power in society. |
| Uncertainty Avoidance | the degree that people tolerate uncertainty. |
| long term orientation | value thrift, savings, and persistence |
| short term orientation | past and present issues with tradition and fulfilling social obligations. |
| sources of conflict | -incompatible goals -differentiation -task interdependence -scarce resources -ambiguous rules -communication problems |
| incompatible goals | goals of one person interfere with another's goals |
| ambiguous rules | creates uncertainty, threatens goals without rules people rely on politics |
| differentiation | different values/beliefs explains cross cultural and generational conflict |
| task interdependence | -conflict increase with interdependence -higher risk that parties interfere with each other |
| scarce resources | motivates competition for the resource |
| problem solving | often best because only style that seeks optimal outcomes |
| Conflict Management Styles | Forcing, problem solving, avoiding, yielding |
| avoiding | best when socioemotional conflict is high. |
| yiedling | -other party has substantially more power -the issue is less important to you than to the other party. |
| Forcing | -you know you are correct -the other party would take advantage of more cooperative strategies |
| compromising | -little hope for mutual gain -both parties have equal power -both parties need to settle differences quickly |
| categorization | rocess in which ideas and objects are recognized, differentiated and understood |
| Contact hypothesis | improve relations among groups that are experiencing conflict --Allport |
| adaptive culture | those that are innovative and encourage and reward initiative by middle and lower-level managers |
| organizational culture | collective behaviour of people that are part of an organization, it is also formed by the organization values, visions, norms, working language, systems, and symbols, it includes beliefs and habits |
| improved sense making | improving the process by which people give meaning to experience |
| social control | societal and political mechanisms or processes that regulate individual and group behavior, leading to conformity and compliance to the rules of a given society, state, or social group |
| decentralized decision making | any process where the decision making authority is distributed throughout a larger group. |
| organizational socialization | process whereby an organization teaches an individual the knowledge and skills necessary to assume his or her organizational role |
| secondary dimensions of diversity | education, work background, income, marital status, military experience, religious beliefs, geographical location, parental status, |
| centralized decision making | one higher up makes decisions |
| relational leadership model | leadership is inherently a relational communal process dependent on context relationships are focal point 5 primary components: purposeful, inclusive, empowers, ethical, and process-oriented. |
| socialized vision | building a vision among group members, recognizing people support. |
| cooperation | helps the other people or group to achieve their own goals |
| collaboration | joins with another person or group in setting and accomplishing mutual shared goals. |
| uniformed optimism | Not enough is known about the change to really see the costs, but the benefits have been made clear. |
| informed pessimism | This stage always follows uninformed optimism. It is natural, and inevitable – Expect it! |
| hopeful realism | There are still many issues to be resolved, but the light at the end of the tunnel can be seen. Most resistance has been overcome, and now it’s just an issue of doing the work. |
| informed optimism | Strong confidence in the success of the change effort earned through trial by fire. |
| transformational leadership | occurs when leaders broaden and elevate their interest of their followers |
| social change model (7 C's) | self values, group values, societal values 1. conscious of self 2. congruence 3. commitment 4. citizenship 5. collaboration 6. common purpose 7. controversy with civility. |
Created by:
lindsey.martin.11