Crj 160 Final Study

Front 1

Leaders are born or taught?

Back 1

Taught.

Front 2

How did the authors define leadership?

Back 2

First, leadership is a process that effectively accomplishes organizational
goals.

Second, administrators can learn leadership skills.

Third, leadership is a group process.

Fourth, leadership in public bureaucracies, such as criminal justice agencies,
is inherently political and must be examined within the political arena.

Front 3

Blake and Mouton (1964) created...

Back 3

The managerial grid. This grid was based on two dimensions of behavior—“concern
for people” and “concern for production”—that are analogous to the concepts
of consideration and initiating structure.

"Fundamentally, according to Blake and
Mouton, the most effective manager is equally concerned with high levels of production among employees and their needs."

Front 4

The Leadership Grid and its 5 approaches:

Back 4

[concern for people high]|Top left: Country club management Top right: Team management|
^
| Middle of the road management
|
[concern for people low]|Bottom left: Impoverished management Bottom right: Authority-compliance|

[concern for production low] ---------------------------------------------------------> [concern for production high]

Front 5

Ohio state studies (1940s) - major focuses and concepts about leadership.

Back 5

The Ohio State studies, which began in the late 1940s, concluded that leadership could be examined on the two dimensions of consideration and initiating
structure. Consideration is the leader’s expression of concern for subordinates’
feelings, ideas, and opinions about job-related matters.

Initiating structure is the leader’s direction of subordinates toward specific goals. The role of the
leader is to make sure that an adequate structure is available for employees so that
organizational objectives are accomplished.

Front 6

The Michigan studies - how are they different from Ohio state studies?

Back 6

The Michigan studies, in contrast, sought to dichotomize the leadership
process into two dimensions of supervisory behavior: production-centered and
employee-centered. According to the
Michigan studies, the effective leader mostly attempts to be employee-centered,
a behavior that in turn engenders productive subordinates.

the
central limitation of the Ohio State studies was a failure to recognize the importance of specific situations in the leadership process.

Front 7

Fiedler's Contingency Model:

Back 7

Leadership constrained by three major situational dimensions:
A. Level of trust and likeness: A leader w/o trust and respect from subordinates will be ineffective leader.
B. Task structure of organization: An org. w/ clearly defined procedures is easy to monitor and supervise employees.
C. Position power: the ability of the leader to exercise power in the organization (hire and fire).

County Sheriff is more likely to have the power to hire and fire.

Front 8

Fiedler's Contingency Theory - leadership style w/ organizational needs

Back 8

Task oriented: leaders are best in structured organizations

People oriented: leaders are best in situations requiring creative responses.

Front 9

Path-goal Theory

Back 9

A. Directive leadership (telling): emphasis on the expectations of the leader. Best model when task is clear.

B. Supportive leadership (selling): Stresses a concern for employees. Best model when followers are frustrated and stressed.

C. Achievement-oriented (delegating): let followers achieve the goals. Best model when followers are ready to produce results.

D. Participative leadership (participating): An emphasis on collaboration of leader and subordinates. Best model when followers highly involved and task is non-routine.

Characteristics of followers and the environment determine the appropriateness of leader behaviors.

Front 10

Hersey and Blanchard (1977) 4 major leadership styles:

Back 10

Delegating, participating, selling, telling. Similar to the path-goal theory.

Bottom left (S4) Delegating style. Low relationship and low task behavior.
Top left (S3) Participating style. High relationship behavior and low task behavior,
Top right (S2) Selling style. High task and high relationship
Bottom right (S1) Telling style. High task and low relationship.

Front 11

4 major leadership styles and its relationship with followers' readiness:

Back 11

R4: Able and willing (delegating)
R3: Able and unwilling (Participating)
R2: Unable and willing (Selling)
R1: Unable and unwilling (Telling)

Front 12

What attributes did the authors suggest that CJS leaders should possess in order to enhance leadership?

Back 12

1. Traits indicative of a proactive approach to leadership.
2. Awareness of the importance of building professional relationships with employees.
3. Ability to balance the needs of employees with concern for production.
4. Ability to incorporate a sense of “vision” within the organization and serve as
a transformer of culture when necessary.
5. Recognition that an array of contingent strategies is required for effective
leadership.

Front 13

Is there any consensus on the dominant leadership style for criminal justice organizations?

Back 13

Not only is there limited consensus on what type of leadership styles predominate among police managers and administrators, but when police supervisors are
asked to think about a leadership style as opposed to acting out a style in a specific
situation, they tend to change their approach to leadership.

Clearly, what a supervisor regards as an appropriate style of leadership may not
be in agreement with what he or she actually does in a given situation.

Front 14

Authority v. Power - the definitions

Back 14

Power: The charm and/or the ability to make people follow or comply.

Authority: The legitimate power to those being supervised in an organization or hierarchy.

Front 15

Movie star has authority or power to influence fans?

Back 15

Power.

Front 16

Three types of authority by Weber - definition and examples:

Back 16

Max Weber (1947):

1. Traditional authority: Authority vested in the position that has a long tradition in a culture or organization "The old man wants its way"

2. Charismatic authority: Founded in the personal attributes or actions (or both) or a particular individual.

3. Legal authority: Based on an appeal to the formal rules and regulations of the organization such as chain of command.

Front 17

5 types of power: Which one is similar to charismatic authority?

Back 17

1. Reward power: the person in power can grant some type of reward for compliance.
2. Coercive power: use threat of punishment to gain compliance.
3. Legitimate power: gain power through internalized belief of the power of the other.
4. Referent power: the person has power over others based on their attractiveness to others. Similar to Charismatic authority.
5. Expert power: respected by their high level of knowledge and expertise E.g. detectives ability to clear cases, forensic science to find evidence, defense an prosecuting attorneys.

Front 18

Exercise of power: patrol v. detective sergeant, inmates:

Back 18

Detective sergeant has expertise power, while patrol sergeant has coercive and legitimate power.

Inmates get power through -
1. Coercive power: toughness/violence to get respect.
2. Referent power: religious groups.
3. Legitimate power: veteran v. fish (new inmate)
4. Resource power: access to contrabands.
5. Expert power: knowledge in legal system: Jailhouse lawyers.

Front 19

What are the suggested powers to gain acceptance?

Back 19

Legitimate authority
Coercive power
Charismatic power
Expert power
Reward power

Front 20

What are the powers that would lead to three possibilities (acceptance, learned helpless, and resistance)?

Back 20

Legitimate authority
Coercive power
Charismatic power
Expert power
Reward power

Front 21

What are the examples of theses three possibilities? (acceptance, learned helpless and resistance)

Back 21

Acceptance: Rationalization and justification of behavior. Inmates accept authority.

Learned helplessness: Increased psychological dependence. Psychological withdrawal. Prison officials/officers not trustworthy, cynicism and turnover rates of officers.

Resistance: Attempts to modify power relationships. Physical withdrawal. Riots, disturbance, sabotage, union (officers).

Front 22

Political behaviors arise when _____ fail.

Back 22

As we have seen, negative political behavior tends to
surface in organizations where legitimacy is not present.

Front 23

The three situations when political behavior is likely to emerge?

Back 23

1. Competition for scarce resources among both employees and departments within organizations inevitably leads toward political behavior.

2. Where
great uncertainty exists about decision-making procedures and performance
measures among employees, there is a high probability that political behavior will flourish.

Front 24

What are the four personality traits for people who are likely to engage in political behavior?

Back 24

These four personality traits are the
1.need for
power,
2. Machiavellianism, (manipulation and deceit)
3. locus of control, and (individual’s ability to control his or her fate within
an organization)
4. risk-seeking propensity.

Front 25

What were 4 ways described by Pondy (1985) in explaining the role of conflict in an organization?

Back 25

First,
researchers often explore the antecedent conditions of conflict, such as resource
scarcity, policy differences, and disagreements concerning preferred outcomes for
the organization.

Second, conflict in organizations can be understood as producing affective
states in workers, such as stress, hostility, or anxiety.

Third, conflict can be viewed from the individual employee’s cognitive states.

Fourth, conflict in organizations has been examined by exploring the conflict behavior itself, whether it is passive resistance or outright confrontational or
aggressive behavior.

Front 26

What are the four major types of conflict that most likely cited?

Back 26

1. Personal conflict: exists w/in the individual when not meeting one's expectation.

2. Group conflict: individual members disagree w/ groups' points of interest. Intergroup conflict - effective ways of control.

3. Intra-organizational conflict: generated by structure of the organization.

4. Inter-organizational conflict: generate by structure of the organization.

Front 27

What are the differences between vertical and horizontal conflict?

Back 27

Vertical: micromanagement of supervising officer.

Horizontal: among subunits.

Front 28

How is group conflict beneficial to supervisor in terms of management?

Back 28

Intergroup conflict: effective ways of control - eyes of the leader and
Pros: enhanced performance (competition)
Cons: some group demoralized.

Front 29

What are the differences between role conflict and role ambiguity?

Back 29

Role ambiguity occurs
when a subordinate perceives that information about the required tasks of the
job is unclear and inconsistent, whereas role conflict occurs when a subordinate
perceives incompatible expectations about how the tasks should be performed.

In other words, role ambiguity denotes inconsistencies in the knowledge needed
to complete a job, and role conflict denotes inconsistencies about what is
expected of the subordinate.

Front 30

The conflict between county jail and state prison is considered as _______?

Back 30

Inter-organizational conflict.

Front 31

What are the five stages of conflict episode?

Back 31

1. Latent conflict: underlying sources of the conflict are present.

2. Perceived conflict: One or more of those involved recognize that a conflict exists.

3. Felt conflict: A person personalizes the conflict. Psychologically affected by the conflict. Most critical stage.

4. Manifest conflict: Overt or covert behavior to bring out the conflict.

5. Conflict aftermath: If issues are dealt with in a satisfactory manner then conflict resolves.

Front 32

What is latent conflict? What are the roots and conflict for this type?

Back 32

Underlying sources of the conflict are present. esp. fight for resources, autonomy, differing goals.

Front 33

Which stage of conflict episode is the most critical one?

Back 33

Felt conflict.

Front 34

What are the differences between perceived and felt conflict?

Back 34

Perceiving i only recognizing that the conflict exists, however, felt conflict is a psychological effect where they not only recognize it, but they internalize it.

Front 35

What are the 5 conflict behavior indicated by Thomas (1985)?

Back 35

1. Competing (assertive, uncooperative) behavior

2. Accomodating (unassertive, cooperative) behavior

3. Avoiding (unassertive, uncooperative) behavior

4. Collaborating (assertive, cooperative) behavior

5. Compromising (intermediate b/n assertivenes and uncooperativeness) - seeks a middle gound.

Front 36

What are the two dimensions of behavior?

Back 36

a. Cooperativeness - an attempt to satisfy other persons needs.

b. Assertiveness - attempt to satisfy one's own needs.

Front 37

What are the definitions of process an structural interventions?

Back 37

Process interventions: deal with the specific episode or conflict.
Structural interventions: are designed to reduce conflict by examining and altering the conditions of the organization that promote conflict.

Front 38

What are the two types of structural interventions?

Back 38

1. Selection and training interventions: an attempt to select the right people for the job.

2. Contextual-modification intervention: change the context within which people interact.

Front 39

Is conflict management possible in CJ administration?

Back 39

Yes.

Conflict is inevitable in criminal justice organizations due to role/org. conflicts. New players, population, issues in the community will lead to new conflicts.

Front 40

What are the three dimensions of conflict resolutions proposed by Thomas (1985)?

Back 40

1. Goal attainment by conflicting parties. In the conflict between treatment staff and custodial personnel,
goals must be attained by either one group or the other or both.

2. Administrators in the criminal justice system must be aware of the
consequences of a conflict episode for the people involved.

3. Conflict management in the criminal justice system must be economical
of time and effort. A tremendous amount of effort is put into dealing with conflicts
both within criminal justice organizations and outside their boundaries.