MGT 3305 Kubacak Exam 2 (7,8,5,14)

Chapter 7: Leading Self

---

Leading yourself

being authentic in your roles—inside and outside organizations—and acting with integrity

authentic

being true to yourself; it is a way of living in which your outward actions match up with your inner self because you know who you are and what you want to be. You become less prone to the stress and tension that come from feeling driven by a need to please others.

Authentic leadership

being self-aware; staying true to an internal sense of what is right, relating to others transparently, and objectively balancing all relevant data in decision making

What/who do authentic leaders influence?

influence individuals, the work environment, and organizational performance because others perceive them as having integrity and acting in predictable and consistent ways

people who work with a leader who is authentic tend to experience

-Greater work engagement, a sense of empowerment, and job satisfaction

-Less burnout and worries about status within the work setting

-Higher levels of job performance, organizational citizenship behavior, and commitment to the organization

-Enhanced trust in, identification with, and satisfaction with the leader

2 hallmarks of authenticity

self awareness and self regulation

2 hall marks of authenticity broken down into 4 components

Knowing Self, Living Intentionally, Managing Roles and Stress, and

Acting Creatively

self awareness

Results from our life experiences, our successes, and our failures. Some lessons about ourselves are obvious to us; others we learn from conscious reflection or from feedback from others

How to improve our self-awareness

by adopting an ongoing process of discovery and reflection that provides insight into our strengths and weaknesses, our values, and the source of our feelings

Gain self knowledge through 3 types of relationships

1. relationships with other co-workers inside the organization.

2. what are your views on money?

3. how do you relate to people outside the organization?

self-defeating behaviors

some people may have an inclination to think too little of themselves- which can lead to poor performance

hubris

a "grandiose sense of self" evident in excessive confidence and narcissism; when some people think too highly of themselves

Living intentionally

also known as applying self-leadership means exercising self-discipline or self-influence

Self-leadership practices

self-regulatory actions that help us manage ourselves, to enhance performance or complete tasks that are not naturally motivating

3 types of activities that can help people in organizations to live intentionally

1. behavioral strategies

2. natural rewards

3. constructive thought patterns

Behavioral Strategies

self-goal setting, self-observation, self-cueing, self-reinforcement

Self-goal setting

-Building on the motivational power of specific and difficult goals to direct attention and enhance perseverance.

-involves setting individual goals for behavior.

Self-observation

This practice is linked to self-awareness as well as to living intentionally; it consists not only of intentional self-reflection and assessment, but also of asking, "How can I improve?"

Self-cueing

uses pictures, Post-its, a screensaver, or even voice prompts as a tangible means to point us to something important we want to think during the course of the day

Self-reinforcement

Reinforcement theory describes ways to encourage certain behaviors and discourage others by following each with a particular outcome, whether reward or punishment

Natural Rewards

-Self-leadership includes coupling behavioral strategies with natural rewards to enhance intrinsic motivation.

-Natural rewards are personally preferred or satisfying outcomes.

-A task that is unpleasant or not naturally motivating can become more motivating if connected to a natural reward

Constructive Thought Patterns

Visualizing performance and positive self talk

Visualizing performance

a mental rehearsal that walks you through all the steps of task that lead to successful performance. From a sustainable perspective, an apology may be worth practicing

Positive self-talk

Talking positively to yourself does boost confidence and perseverance and improve attitudes.

Examining individual beliefs and assumptions

This self-leadership practice evaluates personal beliefs and assumptions, identifies those that may be hindering performance, and replaces them with more functional or helpful thoughts

Stressors

situations, events, people, or perceptions that contribute to experiencing stress

Common stressors

long hours, heavy workloads, constraints on time or decision-making authority, role ambiguity and role conflict, interpersonal conflict, and a perceived lack of control

"major source of misery"

bad bosses (a major stressor)

Role Conflict

A major source of stress in need of self-leadership is role conflict. Anyone who works knows you cannot be in two places at once. Having multiple roles not only eats away at the time in a 24-hour day and drains energy, but it can contribute to stress and poor performance in those roles due to conflicting expectations and incompatible behaviors

work-family conflict

results from the incompatibilities and pressures of work and family roles

Why work-family conflict arises

-If role expectations at home or work are ambiguous, this can lead to misunderstandings and disagreements that create stress across roles.

-If a demanding home or work role requires excessive hours, it can hinder the performance of other roles.

-In the absence of support from the organization, supervisors, co-workers, or family members, conflict emerges and persists.

-Finally, having an external locus of control and a negative disposition (affect) also increases conflict, whereas having a positive disposition (affect) and self-efficacy reduces it

two keys to managing stress

1. Take care of your whole person

2. Develop the resources required for the situation

Managing Stress By Looking After the Whole Person

-To be authentic means to consider who you are as a whole person, finding a healthy balance between your work life and your personal life, and balancing a variety of forms of well-being.

-When it comes to stress, research suggests that it is particularly important to take care of your physical self.

-Physically fit people are more resistant to stress and more resilient when they experience it.

conservation of resources theory

proposes that people strive to gain and maintain resources that help them achieve goals (idea of reducing stress by managing resources)

When does stress often arrive?

when we lack the time, money, or emotional energy to meet the demands we face

Resources to manage to deal with stress

-physical: money

-social: support from others

-psychological: self efficacy

Chapter 8: Understanding Relationships

---

Organizational politics

-The activities that individuals in organizations pursue to reach their own desired outcomes (which may or may not be in the interests of the organization)

-may be both universal and inevitable, because most people look out for their own self-interest and because organizations have limited resources and opportunities

Politics

includes bargaining, compromise, coalition formation, and sometimes deception—may be most evident when there is much debate about which goal to pursue and no clear decision rules to follow because the situation is complex or ambiguous

Politicized decision makers do things such as

-Trading "favors" with each other in their own long-term self-interests.

-Withholding information that will weaken their own position.

-Forming coalitions and sharing information within exclusive "cliques."

-Blaming others for failure.

-Breaking promises if it serves their interests.

How do people feel about organizational politics?

People are keenly aware of the importance of organizational politics, but they wish politics weren't so important. Managers say they are "bad" but they are common and perceived as important to success

Sustainable Politics

A sustainable approach to organizational politics is not likely to assume that these behaviors are inevitable, nor are they certain to be valued

Sustainable approach to OB

emphasizes proactive attempts to minimize the perceived need for political behaviors; can reduce inter-organizational politics

When does the necessity for political behavior decrease?

when trust and fairness flourish and when leaders are very inclusive, welcome participation, emphasize cooperation, and develop opportunities for others

trusting relationship

includes mutual willingness to be vulnerable and have faith in the other person's intentions and actions

Interpersonal trust

consists of the "expectations, assumption, or belief about the likelihood that another's future actions will be beneficial, favorable, or at least not detrimental to one's interests."

psychological contract

unwritten expectation about the appropriate exchanges between an employee and the organization (employees also develop expectations about how the organization should treat them)

Psychological Contract fufillment

If this contract is fulfilled, employees trust the organization, but if these expectations are not fulfilled, employees can feel as though the organization does not value their efforts or care for them

unfulfilled psychological contract

Left unchecked, this violation of trust results in lower levels of performance, job satisfaction, and organizational commitment.

Trusting others

requires believing the other person has the relevant knowledge, skills, and abilities to direct, guide, or assist in the completion of a task or project.

Lacking trust

decreases the likelihood that you will include that person in the network of people you talk to for advice or help

Delegating

the process through which a person, usually an organizational leader, trusts direct reports, followers, or even peers to accomplish a task or organizational objective

How many steps of delegating?

5

Delegating Step 1

Select a qualified person. Competence is the key qualification here; because you should not hold a person responsible for something he or she is not capable of doing. Character also is important to ensure responsible behavior.

Delegating Step 2

Assign the tasks or goal. The critical skill here relates to communicating clear expectations about what is to be accomplished

Delegating Step 3

Provide the necessary resources. Necessary resources may include access to certain people and information; the right to control specified budgets, facilities, equipment, and technologies; and authority over personnel—whatever the person to whom you delegate needs in order to carry out the assignment

Delegating Step 4

Affirm person's acceptance of responsibility. Delegation is incomplete if it consists of one-way communication. Make sure the person assuming the responsibility understands and accepts it

Delegating Step 5

Hold person accountable for results. Delegating does not end with the transfer of responsibility; it requires follow-up to assess and recognize progress, and to adapt when improvements are necessary

Fairness

a judgment about whether treatment has been just, equitable, and impartial; an obvious counterforce to politics.

Fair behavior

promotes positive feelings, improves satisfaction and commitment, promotes other-centered organizational citizenship behavior, and reduces turnover

perceptions of injustice can relate to 3 issues

the distribution of outcomes, the process by which outcomes are achieved or decided, and interpersonal behavior.

distributive justice

compares the individual's inputs and outcomes to other members' inputs and outcomes

procedural justice

looks at the extent to which policies and rules are participatively developed, transparent, and fairly administered without bias or favoritism.

interactional justice

the interpersonal form of justice concerned with the behavior of leaders in their relationship to followers or direct reports. Two aspects of interactional justice relate to the extent to which a leader provides relevant, reasonable, and timely information, and the extent to which a leader treats followers with respect, dignity, and sensitivity in their interactions

Negotiation

a social interaction between two (or more) parties who attempt to persuade or influence each other regarding some end; central to contracts but is also an everyday occurrence in organizational relationships

outcome of a negotiation

might be an agreement about how to divide a resource or accomplish a task, an idea for solving a problem, or a new creation

What shapes the outcome of a negotiation?

the choice of influence tactics, the approach to framing the negotiation, and the parties' own conflict styles

Influence tactics

specific behaviors exercised to achieve an outcome, particularly getting personal interests satisfied. They can range from pressuring someone into an agreement to inviting others to discuss or consult about a decision

Influence tactics research confirms...

the use of influence tactics, especially ingratiation and rational persuasion, are positively related to performance ratings and success as measured by promotions and salary level

Distributive bargaining

assumes there is a limited amount of money, resources, or opportunities that must be divided through negotiation because people have competing interests. That is, everyone wants his or her interests satisfied, and satisfying one person's interests often means that someone else is less satisfied

aspiration point

what you hope for in a given situation; it is your preferred result. In the case of a job offer, it might be a high salary and comprehensive benefits, whereas for someone else it might be a flexible schedule and a particular location

reservation point

the bottom-line offer you would accept. It might represent the lowest salary you are willing to take, given your living expenses, or the most responsibilities you can accept, given your limited time. Many people have made an agreement without considering their reservation point, due to either lack of preparation or poor information in the negotiation process

zone of possible agreements

combination of your aspiration and reservation points that make up the range of possible offers you are willing to accept and the other party's range

Integrative negotiation

An alternative to distributive bargaining that seeks to achieve a win-win result for both parties.

Instead of allowing one person to gain at the other's expense, the integrative approach encourages the parties to gain more information about each other's underlying interests and generate more options that will satisfy the most important goals of both.

steps in integrative negotiation

-building a relationship of understanding and respect

-collaborating to generate creative solutions, explore options, and evaluate them against objective or agreed-upon standards

-choosing the alternative that best satisfies the interests of all parties in the negotiation

Conflict style

based on how much they value their own interests relative to the interests of others

5 conflict styles

avoiding, accommodating, competing, compromising, and integrating.

avoiding style

a passive response to conflicts, is both uncooperative and unassertive. It is characterized by withdrawal from conflict or suppression of the reasons the conflict has occurred. It may be effective when conflict is too costly to resolve or the issue is trivial. Drawbacks include missed opportunities to provide input and results that leave both parties frustrated.

accommodating style (obliging)

focuses on satisfying others' interests with a high level of cooperativeness and a low level of assertiveness. It may be useful when harmony is desired, the goal is building a relationship, or the issue is more important to the other party. Drawbacks include the possibility that legitimate interests will be left unresolved and the feeling of being used or taken advantage of over time.

competing style (dominating)

reflects a high level of assertiveness and a low level of cooperation designed to satisfy your own needs. This style, concerned with "winning" the conflict, may be useful against another competitor or when a quick decision is needed. Drawbacks include the possibility that competitors will burn bridges or harm relationships.

compromising style

has moderate levels of both cooperativeness and assertiveness and requires each side to give up and receive something of importance. This style may be effective if both sides are equally powerful, a temporary solution is acceptable, or all options for a win-win solution have been tried without reaching agreement. Drawbacks include a possible short-circuiting of creativity and dissatisfaction for both parties.

integrating style (collaborating)

implies a high level of cooperation and a high level of assertiveness. It seeks to find maximum benefits for all parties, creating a win-win situation. It may be useful when all interests in the conflict are too important to compromise and when consensus is needed. One drawback is that integrators may make a simple decision very complex by taking too much time to talk through every issue.

Chapter 5: Motivating Individuals

---

Maslow's Hierarchy of Needs

physiological, safety, belongingness and love, esteem, self actualization

Maslow's Hierarchy of Needs reasoning

Maslow believed people are motivated by unmet needs that are activated in a particular order:

Lower-order needs always take priority and must be substantially satisfied before higher-order needs are activated.

Criticisms of Maslow

Later research challenged the assumption that needs are satisfied in sequence.

An additional problem with Maslow's hierarchy is that people from different cultures are likely to have different need categories and hierarchies.

Clayton Alderfer's ERG theory

Existence, Relatedness, Growth needs

Existence

corresponds to physiological and safety needs

Relatedness

needs focus on how people relate to their social environment; in Maslow's hierarchy, they encompassed both the need to belong and the need to earn others' esteem

Growth needs

the highest level in the ERG system—are desires for continued psychological growth and development, including the needs for esteem and self-actualization.

Herzberg's Motivation Theory

Hygiene factors and motivator factors

Hygiene Factors

Refer to the presence or absence of sources of job dissatisfaction, such as working conditions, pay, company policies, and interpersonal relationships.

Generally, these factors relate to the lower-level needs described by Maslow and Alderfer.

unfavorable hygiene factors

work is dissatisfying

favorable hygiene factors

simply remove the dissatisfaction; they do not in themselves cause people to become highly satisfied and motivated in their work.

Motivator factors

-The presence or absence of sources of job satisfaction, such as interesting work, autonomy, responsibility, opportunities to grow and develop on the job, and a sense of accomplishment and achievement.

-Generally, these factors relate to the higher-order needs described by Maslow and Alderfer.

Herzberg's most prominent contribution

his challenge to the prevailing assumption that pay is the most important motivator.

In his research, opportunities for growth and autonomy prevailed over pay.

SMART Goals

specific, measurable, achievable, results-based, time specific

specific

According to researcher Gary Latham, having a specific goal clarifies expectations and improves performance

measurable

This allows organizational members to monitor how well goals are being met