Organizational Leadership UIowa 2025 Final

Ethics

Standards of moral conduct involving judgments of right and wrong.

Ethical leadership dilemmas

Challenges involving information responsibility power privilege loyalty and consistency.

Information management ethics

Leaders must decide when how and to whom information is released.

Unethical information behavior

Lying withholding information violating privacy misusing data or creating double binds.

Responsibility in leadership

Leaders act as moral managers responsible for follower actions.

Responsible leaders

Leaders acknowledge problems correct them promote ethics prevent abuse and model standards.

Power ethical dilemma

Determining when to use power what type to use and how much to use.

Privilege in leadership

Leadership roles bring status money access and risk of corruption.

Loyalty dilemma

Leaders balance competing obligations to multiple stakeholders.

Consistency dilemma

Leaders must apply rules equitably with justified exceptions.

Moral sensitivity

Recognizing ethical issues and avoiding moral muteness.

Moral judgment

Choosing the morally correct action.

Moral motivation

Willingness to follow through on ethical decisions.

Moral character

Persistence in ethical action despite obstacles.

Organizational culture

Shared artifacts values and assumptions emerging from member interaction.

Culture is not

Not one belief not static not a logo not habits alone and not what leaders say.

Culture myths

Beliefs that culture can be copied controlled only by leaders or easily changed.

Artifacts

Visible symbols norms dress and conventions.

Values

Shared preferences held by people that guide behavior.

Assumptions

Deeply embedded beliefs that are rarely questioned.

Culture characteristics

Dynamic emotionally charged influenced by turnover and containing competing values.

Integration view of culture

Culture as unified with strong agreement.

Differentiation view of culture

Culture divided into subcultures.

Fragmentation view of culture

Culture as ambiguous fluid and shifting.

Group definition

Individuals with common purpose interdependence mutual influence and communication.

Tuckman forming

Orientation stage with introductions and role clarification.

Tuckman storming

Conflict stage with power struggles and individuality.

Tuckman norming

Cohesion stage with rules and norms established.

Tuckman performing

High efficiency autonomy and task focus.

Tuckman adjourning

Task completion and group disbanding.

Emergent leadership

Leadership that develops naturally within a group.

Method of residues

Process where unsuitable leaders are eliminated over time.

How not to emerge as leader

Absence low contribution joking dominating early or disengagement.

How to emerge as leader

Early participation competence and cohesion building.

Appointed vs emergent leaders

Emergent leaders face higher expectations and less tolerance for failure.

Leadership by group stage forming

Provide structure.

Leadership by group stage storming

Provide reassurance.

Leadership by group stage norming

Share power.

Leadership by group stage performing

Distribute power broadly.

When to call a meeting

When consensus clarification conflict resolution or feedback is needed.

When not to call a meeting

When other channels work preparation is lacking people are absent or issue is personal.

Effective meeting practices

Clear agenda focus participation listening records and evaluation.

Gouran and Hirokawa decision model

Analyze problem set goals identify alternatives evaluate solutions.

Dewey standard agenda

Problem analysis criteria solutions evaluation implementation.

Groupthink

When desire for harmony overrides good decision making.

Groupthink symptom invulnerability

Belief group cannot fail.

Groupthink morality belief

Belief group actions are inherently right.

Groupthink rationalization

Ignoring warning signs.

Groupthink stereotyping

Negative views of outsiders.

Groupthink pressure

Pressuring dissenters to conform.

Groupthink self censorship

Members withhold objections.

Groupthink unanimity illusion

False belief everyone agrees.

Groupthink mindguards

Members shield group from dissenting information.

Leading virtual teams

Focus on tasks structure visibility recognition and communication technology skills.

Crisis

A significant unexpected event threatening an organization.

Abnormal accidents

Deliberate crises that are difficult to predict.

Normal accidents

Crises arising from routine complex systems.

Precrisis stage

Risk is underestimated and preparation is reduced.

Precrisis failures

Biases underfunding data failure incentive failure and resistance to reform.

Crisis event stage

Trigger event emotional response and damage control.

Postcrisis stage

Recovery evaluation restoration and learning.

Precrisis competencies

Sensemaking perspective taking issue selling agility and creativity.

Crisis competencies

Decision making under pressure communication and risk taking.

Postcrisis competencies

Resilience integrity and learning orientation.

Crisis management plan CMP

Formal plan outlining roles communication and response procedures.

Instructing information

Information telling people how to stay safe.

Adjusting information

Information helping people understand what happened.

Crisis thinking pathologies

Narrow thinking distorted information rigid routines and poor implementation.

Postcrisis image repair

Denial evasion reducing offensiveness corrective action and mortification.

Learning from crisis

Retrospective sensemaking structural learning vicarious learning and resilience.

Workforce diversity trend

Increasing diversity driven by globalization and demographics.

Culture definition diversity

Learned system of traditions beliefs values norms meanings and symbols.

High context cultures

Meaning comes from context relationships and nonverbal cues.

Low context cultures

Meaning comes from explicit words and direct communication.

Hofstede power distance

Acceptance of unequal power distribution.

Hofstede individualism collectivism

Preference for independence versus group orientation.

Hofstede masculinity femininity

Preference for achievement versus cooperation.

Hofstede uncertainty avoidance

Discomfort with ambiguity.

GLOBE leadership styles

Charismatic team oriented participative humane autonomous and self protective.

Cultural intelligence CQ

Ability to function effectively across cultures.

CQ metacognitive

Awareness during cross cultural interactions.

CQ cognitive

Knowledge of cultural norms.

CQ motivational

Desire to engage across cultures.

CQ behavioral

Ability to adapt communication.

Cultural synergy

Using diversity to create better solutions.

Benefits of diversity

Cost savings innovation decision quality and performance.

Obstacles to diversity

Prejudice stereotyping ethnocentrism bias and organizational barriers.

Overcoming diversity barriers

Leadership buy in mindful communication data education aligned systems.

Glass ceiling

Invisible barriers preventing women from reaching top leadership roles.

Glass cliff

Women promoted during crisis situations with high risk of failure.

Gender leadership barriers

Lack of mentorship stereotyping family demands and double binds.

Closing gender gap organizations

Recruiting accountability pipelines mentorship and family policies.

Closing gender gap individuals

Blend agency with communion demonstrate competence and tact.

Linguistics of women leadership authority

Flexible context aware authority.

Linguistics of women leadership politeness

Balance of warm and cool politeness.

Linguistics of women leadership humor

Inclusive non sarcastic humor.