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102 Cards in this Set

  • Front
  • Back

leader emergence and leader effectiveness

not the same


-all who emerge as leaders wont be effective


leadership is a process.

difference between leaders and managers

leaders seek change while managers organize and supervise

why is is difficult to predict effectiveness in leaders?

there is usually a time lag & leader jobs vary

What does the leadership research say?

Anyone can harness leadership skills


-interpersonal & strategic skills become more important that business skills as leaders rise

Leader motivation

need to want to be in charge to have influence & operate independently ( decision making skill) power motive

Great man theories

looking through history to see common threads

Trait approach to leadership

leaders posses certain traits that non leaders do not

Power approach to leadership

reward power


coercive power


legitimate power


referent power


the more you have the better but ppl dont like these leaders

Behavioral approach Michigan studies

Leaders have task oriented behaviors & relationship behaviors

Contingency approach to leadership

leaders have to take situation into account depending on subordinates and environment


-leaders job is to remove obstacles

Vroom-Vetton Model

participation makes good leader


-sometimes subordinate has info leader doesnt

Leader Member Exchange (LMX)

Leaders adopt diff styles with each subordinate.


-leaders tend to have better perf with high perf




in group vs out group=people in out group perform even lower

Transactional Leaders

shows follower how to meet goals by adopting patterns of behavior


-rewards are not stable

Transformational Leaders

inspire by increasing morale & ethics


-influence ppl by inspiration, individual consideration & building trust


-realistic confidence


-giving ppl a change to get better

Charismatic Leaders

charisma inspires compliance but ethical component is not associated.


-increases OCB

Leadership in a changing workplace

leaders need to adapt


-organization learning & innovation


=telecommuting, temporary worker =diff to set goals

Gender & Leadership

we need to consciously root out gender bias


-tough business woman vs tough business men

Cross Cultural Leadership

transformational & charismatic good


-LMX may be controversial in a diverse workplace


-need to create an inclusive and accepting community

Developing leaders

develop individual leader attributes such as KSAOS


-make leaders aware of abilities & how they relate to ppl on their team


-build strategy, increase performance & commitment

Why do we use teams?

-people perform more quickly


-higher levels of creativity


-can help orgs learn


To have a good team you need to have a common goal, be interdependent & share responsibility

quality circle

meet regularly to identify work related problems & come up with ideas to increase productivity/quality

project teams

created to solve a particular problem


-can cause problems because employees still have their other responsibilities

production team


group of employees who produce a tangible output



virtual teams

save time & travel expenses


-increase ability to recruit good talent & expertise


-trust, collaboration & socialization




face to face in beginning might be good idea

Input-Process-Output model

how inputs affect process which affects output which can be used as feedback loop


input=org context,team task, team comp


process=norms, decision making, comm, collaboration & cohesion


output=innovation, performance,

Inputs

1.org context=reward, training system.


enhance interactions


2.team task= motivated by: variety, autonomy, meaningful


3.team composition=KSAOS


-everyone needs to be on the same page


-positively related to performance

Process

1. norms=good to know what is expected


2.communication=imp to get **** done


3, coordination=synch


4. cohesion=committed to goals but might increase group polarization

Team Performance Appraisal

360 good for development


group goals needs to be clear


-obj & subj data



Team development

forming


storming


norming


performing


adjourning

Team Training

cross training=rotation


leader training=conflict resolution


coordination training=share, solve



Cross- cultural issues with teams

individualistic cultures may have a harder time moving team based work arrangements


-diff cultures have diff time orientations

Hawthorne effect

people have higher satisfaction when managers pay more attention to them

job satisfaction

attitude or emotion resulting from one's job


-work & personal stuff determine it

Predictors of Job Satisfaction

-somewhat challenging


-rewards


-security


-clear goals


-environment facilitates goals

Relationship between satisfaction and performance

There is little evidence to prove a relationship



resigned work satisfaction vs constructive work dissatisfaction

=reduce effort & dont want to change




=active & want to make a change

Moods & Emotions

-moods are long & generalized


-emotions=specific and short





positive affect vs negative affect

=higher job satisfaction, enthusiastic, confident, optimistic, more health benefits




=distressed, pessimistic, not productive




personality affects mood, not so much emotions

Affect Events Theory timeline



Work Environment
demands & characteristics
Work Events
hastles & uplifts
Personality Predisposition
personality & mood
Positive or Negative Reaction
=
Job Satisfaction & Job Performance

Affect Events Theory

how emotions & mood influence Job P&S


-negative & positive emotional incidents at work have a significant psychological impact of worker's satisfaction


-we invest in increasing performance to increase satisfaction




1.negative events have greater influence


2.unwinding is imp


3.broken promises suck

How to Measure Satisfaction

-overall=good to predict global outcomes


-Minnesota satisfaction Q

Commitment

=emotional & psych attachment and individual feels/expectations of the future


-belief in org and willingness to work towards its goals

Types of commitment

a)affective commitment=emotional


b)continuance=cost of leaving, need to stay


c)normative=obligation to stay




all 3=occupational commitment.



Predict Commitment

protestant work ethic


socialization up front


tenure



Organization Identification

feeling of pride & esteem from their association with organization


-people seek self esteem, group membership & in-out groups



Types of Org ID

1)Identification


2)Disidentification= not having these attributes


3)ambivalent


4)neutral

Happy worker hypothesis

happy is positively correlated to productivity but not that much


-satisfaction and perf is only .30

3 assumptions of attitude

hypothetical


uni dimensional


related to behavior

Employee Engagement

high levels of energy, enthusiasm,& ID


-overlaps w jobs & org commitment



eustress vs disstress

=provides a challenge




=causes anxiety

problem focused vs emotion focused coping

=manages problem directly




=avoid/distance from problem

stressor & strain

=physical or psych demands




=reaction to stress

Physical/Task Stressors

-demand of a hob increase stress- physical demands can cause physical problems


-loud noises low performance & motivation

Psychological Stressors

lack of control/autonomy over pace of work & over-scheduling


-interpersonal conflict=lower health & S





Role Stressors

caused by multiple task requirements


role ambiguity


role conflict


role overload

Work & fam conflict

leads to depression & anxiety


how to solve?


-flexible times & day cares

Emotional Labor

regulation of emotions to meet job demands


-surface acting (acting) vs deep acting ( managing emotions)


-when employees emotions dont match the emotions required= burnout & turnover



challenge related stressor vs hindrance related stressor

=potential gains




=limit

Discrimination

affect physical & emotional well being


microaggresions

Behavioral Consequence of Stress

affects processing, memory, performance, impairs ability to cope


-inverted U relationship between stress & performance. after a certain point performance starts to decline

Psychological Consequence of Stress

burnout, emotional exhaustion, anxiety, depression, depersonalization




=stress management skills training may helpt decrese

Physical Consequiences

cardiovascular, biochem

Shift Work

affect health, performance & satisfaction


-rotating shifts are worse for health



Flexible vs compressd work weeks

flex is associated with productivity & reduced absenteeism

Demand Control Model

demands are both workload & intellectual control


=must match

Person Environment Fit

predicts stress


-low fit=more stress




support helps decrease stress

Individual differences & stress

internal locus of control have less strain


self esteem buffers strain


achievement striving is good

Managing Stress

Primary prevention


eliminating stressor=redesigning job, diversity training


Secondary prevention


stress management


Terciary prevention


providing resources to deal with the outcomes


yoga medical care counseling

frustration aggression hypothesis

constrains - frustration - aggression - work place violence

Distributive Justice

use of comparison to determine what is fair


-Ex: laying off ppl but raising the pay of a chief officer



Procedural Justice

perceived justice of decision making.


-provide input & follow guidelines


EX: if someone is promoted just cause they are family



Deontic justice

based on what is the correct moral action

Interactional Justice

how employees are treated


-interpersonal vs informational

Ways to undermine trust & how to fix

unfulfilled promises, untrustworthy leders


-Provide an explanation for unfair activities. Better to be honest & take ownership

Selection Fairness

-people reject offers if treated unfairly


-good recruiters are imp


-transparency


-make sure you are using fair data

Performance Evaluation & Justice

PJ plays a huge role


-good performance management that provides constructive feedback, consistency & supervisor gathers accurate data



Affirmative Action

not a quota system


=program that acknowledges that certain demographic groups are underrepresented & provide specific mechanism to reduce


*recruit people from more diverse audiences without changing selection system


*need to use merit & qualification


*



Diversity


surface level vs deep level


-people work better in diverse groups

Group Diversity

interaction, communication & trust
-need diversity training=more profict

Managing Diversity

-present at all levels


-diverse boards


-attempt to reduce interpersonal conflict


-explode categories not erase them



Things not to do when managing diversity

select only employees who are similar to uu

Diversity Training

ensure fairness at all levels of org


-mentoring instead of workshops


-leaders need to be trained


-mandatory for everyone

Increasing D-ROI in Training

-clear support from upper management
-cross cultural training
-pre-post
-lower levels of negative behavior
-continuous basis

Increasing D-ROI in Recruitment



-take names away from resume


-increase recruitment pool


-make sure recruits experience environment


-recruiters more diverse


-see how performance went up

Increasing D-ROI in coorporate social resp

-sponsor charity & social responsible


-partnering with volunteer activities

Increasing D-ROI in work/life behavior

-taking into account religious & cultural activities
-encourage workers to feel ok to take work life benefits
-helps attract diff pools of empployees

Increasing D-ROI in sales & marketing

-eliminate blindspots


-cultural & demographic experts depending on who you wanna target

Increasing D-ROI in employee development

-equal opportunities for mentoring


-send people abroad to help them understand other cultures


-making sure people from different perspectives are present during decision making

Organizational Identity

high structure vs disorganized

organizational integration

must integrate across functions & each function must be clear about what their role is


-they are all working for the same organizational goal. need to understand how they are imp for the goals

Systems theory

inputs, transformation & output


-org takes in resources (inputs), transforms them & send them out ( output)


input=employee talent. transform the product

Climate vs Culture

=shared perception of employees about a work entity. members of the same team might not agree about climate




=what employers put out there about what the org is like




Strong culture & climate refers to the extent to which members of the org share a perception

Strong culture

strong culture means that leaders of the org share the same beliefs & values that they pass down

Why might it be detrimental to the org if there is a strong culture and climate?

If they have to merge its an obstacle because people don't like change. to solve this they have to communicate the strategy and how it is importante

Socialization

helps match employees & culture/climate


-recruitment=values & culture matter


-orientation-helps learn. mentoring helps


-culture-collectivist more social

Person-Organization/Job Fit


P-Job fit & P-Org fit are not the same & are not mutually exclusive


-socialization can help improve fit


-P-Job is more impotant

Attraction-Selection-Attrition

company & individual select each other based on characteristics that match

Episodic vs continuous change

=lead change; quick & drastic




=managing change; small & compound over time. unfreeze, change, refreeze & rebalance

Resistance to change

individual barriers=economic fears, fear unknown. ex: companies merge & need to fire


org barriers=threat to power balance, prior unsuccesful

Ways to overcome barriers

-educating workforce & address fears


-support from everyoneeeee


-trust & positive climate are important

How dis class help me when I'm a lawyer

-During the recruitment process I'll be more aware of the climate vs culture of the firm so I'm sure I'm not coming into a place where it wouldn't be pleasant to work at


-Socialize & build trust with the partners so we can work more effectively together


-Try to manage stress since it is very detrimental & try to keep a positive attitude so I can help clients properly


-

Ways to increase perception of Justice? link with diverisity

-build trust


-workers need a voice to share concerns


-leaders should be perceived as authentic & trustworthy


-diversity training