Organizational Behavior Ch. 13

Front 1

A way to use language to manage meaning. Way for leaders to influence how events are seen and understood

Back 1

Framing

Front 2

NOTE KEY CHARACTERISTICS OF CHARISMATIC LEADERSHIP

1) leaVison and articulation
2) Personal Risk
3) Sensitivity to followers' needs
4) Unconventional Behavior

Back 2

NOTE KEY CHARACTERISTICS OF CHARISMATIC LEADERSHIP

1) Vison and articulation
2) Personal Risk
3) Sensitivity to followers' needs
4) Unconventional Behavior

Front 3

people who are very ambitions, but ambtion is toward the company vs. themselves

Back 3

Level 5 leaders

Front 4

These kinds of leaders guide or motivate their followers in the direction of established goals by clarifying role and task requirements

Back 4

transactional leaders

Front 5

Leaders who inspire followers to transcend their own self-interests for the good of the organization

Back 5

Transformational leaders

Note that transformational leadership is built on top of transactional leadership - it produces levels of follower effort and performance that go beyound what would occur with a transactionl approach alone

Front 6

The type of leadership where - Leaders know who they are - know what they believe in and value - act on those values and beliefs openly and candidly

Back 6

Authentic leadership

note that ethics and trust are the foundation of authentic leadership

Front 7

A positive expectation that another will note - through words, actions, or decisions - act opportunisitcally

Back 7

Trust

NOte that

postive expectations - simply assumes knowledge and familiarity about the other party

Opportunistically - refers to the inherent ris and vulnerability in any trusting relationship

trust is not taking risk per se, rather it is a willingness to take risk.

Front 8

Trust based on fear or revenge or consequences

Back 8

Deterrance-based trust

Front 9

Trust that exisit when you have adequate information about someone to understand them well enouch to be ble to accurately predict their behavior

Back 9

Knowledge based trust

note its ok if they are prediced untrustworth because you know they are.

Front 10

trust that exists when their is an emotional connection between the parties where both parties understand each other's intentions and appreciate them

Back 10

Identification-based trust

this is the higest level of trust achieved.

Front 11

Key demision of trust that concerns honest and truthfulness

Back 11

Integrity

of all five demisions this one seems to be most critical when someone assesses another's trustworthiness

Front 12

Key demision of trust that encompasses an indviduals technical and interpersonal knowledge and skills

Back 12

Competence

Front 13

Key demision of trust that relates an individuals reliabilty, predictability, and good judgement in handling situations

Back 13

Consistency

Front 14

Key demision of trust that concerns the willingess to protect and save face for another person

Back 14

Loyalty

Front 15

Key demision of trust that concerns the question can you rely on the person to tell you the full truth?

Back 15

Openness

Front 16

#1 concept people want in leadership and admire in leaders

Back 16

honesty

Front 17

NOTE that teams leaders have four specific roles

1) leaders are Liaisons with external constituences (I.E. information gather's and spokesperson ect)

2) second team leaders are troubleshooters (help when team has problems and asks for assistance)

3) third, team leaders are conflict managers (when disagreemnts surface they help process the conflict)

4) team leaders are also coaches (they clarify expectations and roles , teach, offer support, cheerlead, and do whatever else is necessary to help team members imporve their work performance)

Back 17

NOTE that teams leaders have four specific roles

1) leaders are Liaisons with external constituences (I.E. information gather's and spokesperson ect)

2) second team leaders are troubleshooters (help when team has problems and asks for assistance)

3) third, team leaders are conflict managers (when disagreemnts surface they help process the conflict)

4) team leaders are also coaches (they clarify expectations and roles , teach, offer support, cheerlead, and do whatever else is necessary to help team members imporve their work performance)

Front 18

a senior employee who sponsors and supports a less-experienced employee

Back 18

Mentor

Front 19

Note the mentor role includes coaching, counseling, and sponsorship

Coaching - mentors help develop proteges skills

counselors- provide support and help bolster proteges self confidence

Sponsors - activeily interevene on behalf of their proteges, lobby to get their proteges visible assignments, and politic to get their proteges rewards such as promotions and salary increase

Back 19

Note the mentor role includes coaching, counseling, and sponsorship

Coaching - mentors help develop proteges skills

counselors- provide support and help bolster proteges self confidence

Sponsors - activeily interevene on behalf of their proteges, lobby to get their proteges visible assignments, and politic to get their proteges rewards such as promotions and salary increase

Front 20

The entire process that organizations go through to fill management positions is essentially an exercise in trying to identify individuals who will be effective leaders

Back 20

selection