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104 Cards in this Set
- Front
- Back
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Transactional Leadership |
Contingent reward - constructive transaction (e.g. merit pay, praise, approval) Management by exception - corrective transaction (e.g. monitoring mistakes leading to expressions of disapproval or administering discipline) - ACTIVE: monitor performance and take action before a serious problem occurs - PASSIVE: intervene only when there are serious problems |
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Why do people resist change? |
- They are unsure of their ability to handle the demands associated with the change - The change is perceived to lead to loss of status - The introduction of change implies that they have been wrong or a failure - The change leads to the loss of interesting work - The change makes one's position less important or central - The change may threaten job security - The effects of the change are unknown - The change leads to different relationships. Will they be accepted? How will they fit? - The change leads to loss of control, authority, or decision making latitude |
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What are the barriers to change at the Individual Level? |
Disengagement - Employee withdraws from the changes Dis-identification - Employee feels loss of identity Disenchantment - Employee feels negativity or anger towards changes Disorientation - Employee feels a sense of confusion |
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What are the barriers to change at the Organizational Level? |
- Failure to perceive benefits - Lack of coordination and cooperation - Incompatible systems - Risk deemed too high |
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What are the barriers to change at the National Level? |
- Loss of sovereignty - Stranded assets and economic loss - Political barriers |
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What is effective change at the Individual Level? |
Leader's role is to explain the reality of the situation - Don't present change as the implied failure of existing ways of doing things - Clarify expectations. Create hope, but be honest - Involve others: help people understand the why - Legitimize questions about "how will it affect me?" - Ask for input and show that you've listened - Ask questions that promote insight "What would you do if you had my job?" - Application of transformational leadership behaviours (e.g. intellectual stimulation) |
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What is effective change at the Organizational Level? |
Kotter's Stages of Change 1. Create a sense of urgency 2. Pull together guiding team with needed skills, credibility, and connections 3. Create uplifting visions and strategy 4. Communicate vision and strategy through words, deeds, symbols 5. Empower people to move, remove obstacles 6. Create visible progress: early wins 7. Persist when things get tough 8. Nurture and share new culture to support new ways |
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What is authentic leadership? |
- Self-awareness - Internalized moral perspective - Balanced processing - Relational transparency |
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What is transformational leadership? |
- Idealized influence - Inspirational motivation - Intellectual stimulation - Individualized consideration - Contingent reward |
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What needs to change with the Micro Finance NGO: Phakamani? |
At times, loan officers or managers will modify or skip a step thinking that it does not make any difference or that senior management would never find out |
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Why does the Phakamani problem happen? |
Busyness, thinking a step is a waste of time, trying to make their goals, and (possibly) other reasons |
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What can happen when steps at Phakamani are skipped? |
- Family members in the same groups. Causes problems when trying to address problems - People added to the program who do not qualify - many of these will fail - Group disunity - refuse to help each other - Over-indebtedness - through lack of checking out a particular client - Loan size too high or too low |
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Is leadership universal or culturally congruent? |
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What are the cautionary notes with cross-cultural organizational leadership? |
Stereotyping Ethnocentrism Xenophobia Cultural Relativism |
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What is stereotyping? |
Assumes that all people within one culture behave, believe, feel, and act the same |
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What is ethnocentrism? |
Occurs when people from one culture believe that theirs are the only correct norms, values, and beliefs |
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What is xenophobia? |
An intense dislike and fear of people from other countries |
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What is cultural relativism? |
Belief that all cultures, no matter how different, are correct and moral for the people of those cultures |
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What were some of the findings in the Indigenous Leadership article? |
- They are underrepresented in research but slowly receiving more attention - Importance of understanding indigenous ways of "leading" as part of national reconciliation, building trust, and more generally, forming a new relationship between First Nations Peoples and non-Aboriginals in Canada - Illustrates significant intra-country differences in leadership behaviour |
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What are Julien et. al's main findings? |
1. Conception of a leader Don't really consider themselves a leader (servant leadership) 2. Centrality of spirituality Part of decision making/ceremony 3. Communicating through stories and symbols Use metaphor to guide people to know what to do 4. Long term view 7 generation view 5. The circle Everything is connected in a holistic way (medicine wheel: physical, emotional, spiritual, mental) 6. Holistic Same as the circle 7. Gender roles Women have more power |
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What is GLOBE? |
Global Leadership and Organizational Behaviour Effectiveness - Unique project involving over 200 researchers from 62 countries. Early study involved over 17,000 middle managers from 951 corporations representing multiple industries - Originated by Robert House in the early 90's. Project now hosted at SFU |
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What are the desirable Global Leadership Dimensions? |
Charismatic/Value Based Style - Stresses high standards, decisiveness, and innovation; seeks to inspire people around a vision; creates a passion among them to perform; and does so by firmly holding on to core values Team-Orientated Style - Instills pride, loyalty, and collaboration among organizational members; and highly values team cohesiveness and a common purpose or goals Participative Style - Encourages input from others in decision making and implementation; and emphasizes delegation and equality Humane Style - Stresses compassion and generosity; and it is patient, supportive, and concerned with the well-being of others |
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What are the undesirable Global Leadership Dimensions? |
Autonomous Style - Is characterized by an independent, individualistic, and self-centric approach to leadership Self-Protective Style - Emphasizes procedural, status-conscious, and "face-saving" behaviours; and focuses on the safety and security of the individual and the group |
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What are the six key points about Aboriginal Leadership? |
1. Traditional Aboriginal leadership focuses on the whole community within a context of conforming with the living nature 2. Social order is to be maintained through harmony in relationships among people 3. Spirituality plays a fundamental role in Aboriginal leadership actions 4. Values are important guides for Aboriginal leadership actions 5. Leaders select courses of action based upon decision sharing and consensus 6. Leadership qualities admired highly are integrity and honesty |
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What are Aboriginals like according to the Hofstede model? |
More collectivist More egalitarian (smaller power distance) Lower uncertainty avoidance Closer to feminine orientation Participative in nature, non-authoritarian, and egalitarian |
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What is high quality leadership at organizational levels associated with? |
Increased individual, team, and organizational performance Lower employee turnover Higher employee engagement Higher levels of employee health and wellness Higher use of discretionary effort Lower prevalence of workplace injuries and lower workplace aggression |
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What is top down leadership? |
Transformational leadership |
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What is bottom up leadership? |
Servant leadership |
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What is leadership as a shared activity? |
Shared leadership |
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What are the 4 components of Authentic Leadership? |
1. Self-Awareness Conscious of one's own behaviour 2. Internalized Moral Perspective Ethical values drive behaviour 3. Balanced Processing Seek out critical opinions before making decisions 4. Relational Transparency Open communication, avoid playing games |
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What is the controversy with authentic leadership? |
People need to grow, develop and change, not get stuck in their temporarily authentic selves |
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What are the components of Transformational Leadership? |
Focus on process* 1. Idealized influence Ethical role modelling, doing what is right, not what is expedient 2. Inspirational motivation Charisma 3. Intellectual stimulation Encouraging followers to come up with their own solutions to problems 4. Individualized consideration Mindful of the individual needs of followers, doing the small things well and demonstrating genuine care for the needs of followers |
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What is contingent reward and what is it related to? |
Praise, performance pay, acknowledgement of good work performance Transformational leadership |
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What does the Invictus clip show regarding Mandela's transformational leadership? |
- Individualized consideration - Intellectual stimulation - Inspirational motivation |
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What is another important element of leadership? |
Doing the small and big things well small things = individualized consideration big things = visions and strategy It's challenging to do the big things well when followers don't respect you as a leader |
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What is the difference between leadership and management? |
Leadership: Inspirational, mentoring, and intrinsic motivation Management: Developing policies, monitoring, and extrinsic motivation |
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How do Petit and Bollaert define hubris? |
Grandiose self of sense, considers themselves above the rules/law and above all humans |
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What are the consequences of CEO hubris? |
Overreaching yourself and your capabilities |
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What is culture strength? |
Exists when employees definitively agree about the way things are supposed to happen within the organization (high consensus) and when their subsequent behaviours are consistent with those expectations (high intensity) |
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What are the 4 types of cultures? |
Strong culture Weak culture Organizational subcultures Differentiated cultures |
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What are subcultures? |
Unite a smaller subset of the organization's employees - Created because there is a strong leader in one area of the company that engenders different norms and values - Created because different divisions in a company act independently and create their own cultures |
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What is a counterculture? |
Exist when a subculture's values do not match those of the organization |
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What are the advantages of a strong culture? |
Differentiates the organization from others Allow employees to identify themselves with the organization Facilitates desired behaviours among employees Create stability within the organization |
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What are the disadvantages of a strong culture? |
Makes merging with another organization more difficult Attracts and retains similar kinds of employees, thereby limiting diversity of thought Can be "too much of a good thing" if it creates extreme behaviours among employees Makes adapting to the environment more difficult |
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What is the Attraction-Selection-Attrition (ASA) Framework? |
Holds the potential employees will be attracted to organizations whose cultures match their own personality - Some potential job applicants won't apply due to a perceived lack of fit - Organizations will select candidates based on whether their personalities fit the culture, further weeding out potential "misfits" - Those people who still don't fit will either be unhappy or ineffective when working in the organization |
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What is Socialization? |
The primary process by which employees learn the social knowledge that enables them to understand and adapt to the organization's culture |
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What are the three stages of socialization? |
1. Anticipatory stage Happens prior to an employee spending even one second on the job 2. Encounter stage Begins the day an employee starts work Reality Shock is a mismatch of information that occurs when an employee finds that aspects of working at a company are not what the employee expected it to be 3. Understanding & Adaptation The final stage of socialization, during which newcomers come to learn the content areas of socialization and internalize the norms and expected behaviours of the organization - The more quickly and effectively an employee is socialized, the sooner that employee becomes a productive worker within the organization |
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What are the dimensions addressed in most socialization efforts? |
1. Goals & values Adoption of the spoken and unspoken goals and values of the organization 2. Performance proficiency Knowledge of the roles required and the tasks involved in the job 3. Language Knowledge of the acronyms, slang, and jargon that are unique to the organization 4. History Information regarding the organization's traditions, customs, myths, and rituals 5. Politics Information regarding formal and informal work relationships and power structures within the organizations 6. People Successful and satisfying relationships with organizational members |
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What is person-organization fit? |
The degree to which a person's personality and values match the culture of an organization - Employees judge fit by thinking about the values they prioritize the most, then judging whether the organization shares those values - When employees feel that their values and personality match those of the organization, they experience higher levels of job satisfaction and feel less stress about their day-to-day tasks - Employees also feel higher levels of trust toward their managers |
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What are Netflix's 5 tenets approach to talent? |
1. Hire, reward, and tolerate only fully formed adults 2. Tell the truth about performance 3. Managers own the job of creating great teams 4. Leaders own the job of creating the company culture 5. Good talent managers think like businesspeople and innovators first, and like HR people last |
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What is organizational culture? |
The shared social knowledge within an organization regarding the rules, norms, and values that shape the attitudes and behaviours of its employees - Culture is social knowledge among members of the organization - Culture tells employees what the rules, norms, and values are within the organization - Organizational culture shapes and reinforces certain employee attitudes and behaviours by creating a system of control over employees |
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What are the components of culture? |
1. Observable artifacts 2. Basic underlying assumptions 3. Espoused values |
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What are observable artifacts? |
The manifestation of an organization's culture that employees can easily see or talk about 1. Symbols 2. Physical structures 3. Language 4. Stories 5. Rituals 6. Ceremonies |
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What are espoused values? |
The beliefs, philosophies, and norms that a company explicitly states ex. published documents, verbal statements made by managers |
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What are basic underlying assumptions? |
Taken-for-granted beliefs and philosophies that are so ingrained that employees simply act on them rather than questioning the validity of their behaviour in a given situation |
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What are the common culture types? |
Fragmented Culture Mercenary Culture Networked Culture Communal Culture |
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What is a fragmented culture? |
employees are distant and disconnected from one another |
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What is a mercenary culture? |
employees think alike but are not friendly to one another |
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What is a networked culture? |
employees are friendly to one another and think alike |
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What is a communal culture? |
employees are friendly to one another, but everyone thinks differently and does his/her own thing |
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What are the specific culture types? |
Customer Service Culture Safety Culture Diversity Culture Creativity Culture |
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What is customer service culture? |
A specific culture focused on service quality |
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What is safety culture? |
Focused on the safety of employees - A positive safety culture has been shown to reduce accidents and increase safety-based citizenship behaviours |
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What is diversity culture? |
Focused on fostering or taking advantage of a diverse group of employees |
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What is creativity culture? |
Focused on fostering a creative atmosphere |
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What is the importance of organizational design and structure? |
If poorly designed - its a headache - Confusion within roles - Lack of co-ordination among functions - Slow decision-making process ex. The unworkable job, politics, over-regulation |
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What is organizational design? |
The process of creating, selecting, or changing the structure of an organiziation |
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What is the business environment? |
Consists of its customers, competitors, suppliers, distributors, and other factors external to the firm, all of which have an impact on organizational design - Stable environment - Dynamic environment |
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What is company strategy? |
Describes an organization's objectives and goals and how it tries to capitalize on its assets to make money - Low-cost product strategy - Differentiation strategy |
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What is an organization's technology? |
The method by which it transforms inputs into outputs |
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What is company size? |
Refers to the total number of employees and structure |
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What are the factors affecting organizational design? |
Organization size Organization life cycle Strategy Environment |
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What are the 5 classic mistakes in organizational structure? |
Form follows function but what happens when it's misaligned? 1. Strategy changes but not structure 2. Functions focused on effectiveness report functions focused on efficiency 3. Functions focused on short-term results 4. Not balancing need for autonomy vs. need for control 5. Having wrong people in right functions |
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What are 5 questions every leader should ask about organizational design? |
1. What is the business' value propositions and sources or competitive advantage? 2. Which organizational activities deliver on value proposition and which ones are equivalent to competition? 3. Which organizational structure to choose and how to overcome downsides? 4. What type of leadership and culture are required to achieve value proposition? 5. Which organizational practices are required to reinforce organizational intent? |
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What are the common organizational forms? |
Simple structures Bureaucratic structures Functional structures Multi-divisional structures Product structures Geographic structures Client structures Matrix structures |
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What is a simple structure? |
The most common form - primarily because there are more small organizations than large |
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What is a bureaucratic structure? |
Exhibits many of the facets of the mechanistic organization ex. functional structure, multi-divisional |
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What is a functional structure? |
Employees are grouped by the function they perform |
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What is a multi-divisional structure |
Employees are grouped into divisions around products, geographic regions, or clients |
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What is a product structure? |
Group business units around different products that the company produces |
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What is a geographic structure? |
Generally based around the different locations where the company does business |
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What is a client structure? |
Employees are organized around serving customer |
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What is a matrix structure? |
A more complex form of an organizational design that tries to take advantage of 2 types of structure at the same time - combo of functional and product structure |
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What are the 5 interrelated components of designing an effective organizational structure? |
1. leadership 2. decision-making and structure 3. people 4. work processes and system 5. culture |
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What are the principles of designing an effective organizational structure? |
Consider all components of the wheel Align 5 components of the wheel Align strategy and organization to one another |
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What is organizational structure? |
Formally dictates how jobs and tasks are divided and coordinated between individuals and groups within the company |
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What is an organizational chart? |
Drawing that represents every job in the organization and the formal reporting relationships between those jobs |
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What are the elements of organizational structure? |
Work specialization Chain of command Span of control Centralization |
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What is work specialization? |
Degree in which tasks in an organization are divided into separate jobs - Also known as division of labour |
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What is chain of command? |
Within an organization essentially answers the questions "who reports to whom?" and signifies formal authority relationships - Specific flow of authority down through the levels of an organization's structure |
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What is span of control? |
Represents how many employees the manager is responsible for in the organization - Narrow spans of control allow managers to be much more hands-on with employees |
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What is centralization? |
Reflects where decisions are formally made in organizations |
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Formalization |
A company is high in formalization when there are many specific rules and procedures used to standardize behaviours and decisions - Necessary coordination mechanism that organizations rely on to get a standardized product or deliver a standardized service |
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Mechanistic Organizations |
Efficient, rigid, predictable, and standardized organizations that thrive in stable environments - Rigid and hierarchical chain of command, high degrees of work specialization, centralization of decision making, and narrow spans of control |
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Organic Organizations |
Flexible, adaptive, outward-focused organizations that thrive in dynamic environments - Low levels or formalization, weak or multiple chains of command, low level of work specialization, and wide spans of control |
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New Conditions, New Organization Globalization |
Adjustment to: - Need for global integration combined with - Need for local sensitivity through flexibility Handling complexity via: - Reduction strategy through decentralization - Partnerships |
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New Conditions, New Organization New Technologies |
Lean management system Greater independence between units and between organizations Fuzzy boundaries and networks Use of "remoter" control procedures IS for decisions in high-velocity situations Knowledge management support for organization learning and support |
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New Conditions, New Organization Knowledge-based socieities |
Procedures for effective applications and exploitation of existing knowledge (adaptation) Decentralized initiatives to teams and networks (innovative) |
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New Conditions, New Organization Hypercompetitive |
Flexible firm Organizing to maximize learning for innovation |
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New Conditions, New Organization Social accountability |
Normative controls by monitoring of conduct Management of network conduct by lead firms |
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Findings from Organizational Structure (Tran and Tian) |
Findings: - Groups that consider variable of internal factors as modifiers of structure have "complex classical" form - Groups that do not consider these variables simple forms predominate |
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Why are Chinese CEOs under pressure severe time constraints? |
- Hitting numbers while facing downturn - Less than 50% make decisions in key business areas independent of HQ - Approx. 40% report to Asian heads and 80% to global CEO |
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How did China Heads address challenges? |
- Removed regional structure and elevated China to equal position in Asia - Others build on organic capabilities by moving business units and global senior executives to China - Others took people-based approach - promoted China lead to global executive position adding Chinese expertise to boardroom - Others made personal commitment to remove barriers by creating flexible and responsive |
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How important is structure? |
Changes to an organization's structure can have negative effects on the employees who work for the company, at least in the short term - The process of changing an organization's structure is call restructuring (restructuring has a small negative effect on task performance) - Restructuring has a more significant negative effect on organizational commitment |
