Leadership Midterm

Person factors

characteristics that give individuals their unique identities

Situation factors

elements outside us that influence what we do, the way we do it, and the ultimate results of our actions

IPO model

inputs, processes, outputs

What to consider to choose processes?

1. Selection criteria- what are you looking for? Ex. Job pay, locations

2. Consequences - trade-offs ex. Opportunity cost, cons

3. Choice process0 who needs to help make this decision ex. Ask significant other, family

4. Necessary resources- what do you need to implement the solution ex. Transportation, new apt.

Organizational behavior

Investigated impact of individuals, groups and structure on behavior to apply strategies to improve organization's effectiveness

Attitudes impact

behaviors

Cognitive/Evaluative Attitude component

an evaluation/opinion/thought ex. "My supervisor promoted a coworker who deserved it less than I did. My supervisor is unfair."

Affective Attitude component

A feeling. Ex. "I'm angry at my supervisor"

Behavioral Attitude component

An action. Ex. Looking for a new job

4 main attitudes

Organizational commitment

Employee engagement

Perceived organizational support

Job Satisfaction

Organizational commitment

Extent to which an employee identifies with organizational values and commitment (employee retention, motivation towards company goals)

Employee engagement

Amount of motivation and effort an employee has

Perceived organizational support

Degree to which employees believe that the organization values their contributions or genuinely cares about their well being

Organizational citizenship behavior

Anything you do extra that is not part of the job description to help. Can show you have higher perceived organizational support, engagement or org commitment.

Job satisfaction

Extent to which an employee enjoys their job (satisfied with pay, coworkers, actions, manager)

Responses to Job Dissatisfaction

Voice, Exit, Loyalty, Neglect

Voice response

Active, constructive response by suggesting improvements, discussions, unions. Ex. Making a list of feedback to talk about later

Exit response

Active, destructive response by leaving the job

Loyalty response

Passive, constructive dimension by optimistically waiting for conditions to improve

Neglect response

Passive, destructive dimension by allowing conditions to worsen and giving up.

Cognitive dissonance

Psychological discomfort a person a person experiences when they experience inconsistency between behavior and moral attitudes

Ajzen's Theory of Planned Behavior

Our attitudes, subjective norms, and perceived behavioral control contribute to our intentions and lead to behaviors

Subjective norm

Something that everyone else does

Counterproductive work behaviors

Actions that damage the org. Ex. Stealing, late, absent, happens often when employees are dissatisfied

Withdrawal cognition

Thinking about exiting company

Person-job fit

The extent to which the job description matches your personality, including strengths and weaknesses. The fit between personality type and occupational values affect performance and turnover. (personality types: realistic, artistic, conventional, enterprising, social)

Person-organization fit

People are attracted to and selected by organizations that match their values and they leave the incompatible ones.

Personality

How someone reacts and interacts with the world around them

Personality traits

Enduring characteristics that describe an individual's behavior. Summarize regularity in behavior and explain behavior

Personality traits predict

Other, more specific behaviorsr

Big Five Model

Rates personality based on conscientiousness, emotional stability, extraversion, openness to experience, agreeableness, and nueroticism

Conscientiousness

level to which you are consistent, reliable, responsible, organized.

Emotional Stability

level to which you are able to withstand stress.

Extraversion

level to which you are gregarious, sociable, assertive, optimistic in your approach to the social world

Openness to experience

level of interests in novelty, creative, curious, abstract thinkers

Agreeableness

level of uncomfortability in deferring others. Warm, trusting, cooperative

Neuroticism

low emotional stability

Trait Activation Theory

some situations activate certain personality traits more than others. (Strong situations)

Situation strength theory

the way personality translates into behavior depends on the strength of a situation. A strong situation is the degree to which norms, cues, standards dictate appropriate behavior. (Class, funeral, fancy restaurant = strong)

Internal locus of control

"I make things happen, I accept responsibility for failures"

External locus of control

"Things happen to me, I do not control my actions and outcomes"

Dark Triad

Machiavellianism, Narcissism, Psychopathy

Machiavellianism

manipulative, pragmatic, emotionally distant, ends can justify means, will do anything for gain

Narcissism

arrogant, grandiose sense of self importance, difficulty taking negative feedback

Psychopathy

lack of concern for others, enjoy suffering of others, no remorse when actions cause harm, stress immunity

Core self evaluations

bottom-line conclusions individuals have about their capabilities, competence, and worth as a person

Self-monitoring

ability to adjust behavior to external, situational factors

Proactive personality

identify opportunities, show initiative, take action, and persevere until meaningful change occurs

Cognitive ability

ability to learn, or potential to learn and acquire new skills, knowledge (wonderlic test avgs peak at 30)

Emotion

Caused by an event, short and intense

Mood

No external stimuli, last a long time, and less intense

Attitudes =

Cognitive (thought) + Affect (feeling) + Behavioral (action)

Affective events theory

employees react emotionally to things that happen to them at work and this reaction influences their job performance and satisfaction

Emotional contagion is made up of

individual, interpersonal, and contextual factors

(individual factor) High self awareness =

low emotional contagion

(individual factor) High stress =

high emotional contagion

(individual factor) High self monitoring =

low emotional contagion

(interpersonal factor) High cohesiveness (how close of friends you are) =

high emotional contagion

(interpersonal factor) High congruence (how similar you are) =

high emotional contagion

(contextual factor) High power & status =

high emotional contagion (more likely to pick up on leader's emotions)

(contextual factor) High group composition (more alike the group is) =

high emotional contagion

Emotional Intelligence

a persons ability to perceive emotions in their self and others, discriminate those emotions, understand their meaning, and regulate their emotions to guide their thinking accordingly.

Traits of emotional intelligence

Self awareness

Self management

Social awareness

Relationship management

Self awareness

your ability to identify which emotion you are experiencing

Self management

ability to control your emotions and actions

social awareness

can you identify what someone else is feeling

relationship management

ability to communicate clearly, disarm conflicts, and build bonds

Deep-level diversity

differences in values, personality, and work preferences (once you get to know someone)

Surface-level diversity

easily perceived differences (gender, race, age) that do not reflect the way people think/feel

Perception

how we organize/interpret sensory impressions to give meaning to our surroundings

Person perception

Our perception of others is influenced by:

1. our characteristics, experiences, and expectations

2. The target's characteristics, experiences, and expectations

3. The context of the situation (time, location, weather)

(Ex. seeing a resume from a school you love)

Contrast effect

evaluation of a person is affected by comparisons with other people recently encountered

Halo & Horns effects

Halo- tendency to draw positive general impression about an individual based on a single characteristic

Horns- negative impressions based on a single characteristic

Attribution theory

explain the ways we judge people differently, based on the meaning attributed to the behavior. Internal or External

Distinctiveness

do they regularly display this behavior in other situations? Yes = Low = Internal

Consensus

would everyone else act like that in this situation too? Yes = High = External

Consistency

do they regularly display this behavior? Yes = High = External

Internal

within the person. Perceiver believes to be under that person's control

External

perceiver believes the situation forced that person to act ex. "came to work late bc the train was late"

Stable

situation due to permanent factors

Unstable

situation due to temporary factors. Ex. "I aced that test because I worked so hard"

Self-serving bias

tendency for ppl to attribute their own success to internal factor and blame external factors for failures

fundamental attribution error

underestimated external factors and overestimate internal factors when perceiving others. Attribute success to external factors and failure to internal

"He aced that test because it was easy"

External, Unstable

"I aced that test because I'm smart"

Internal, Stable

Social Identity theory

a person's sense of who they are based on their group membership. Group achievements increase our self esteem, we tend to have group favoritism and outgroup rejection

Implicit bias

prejudice hidden, not aware

Stereotyping

judging someone based on perception of the group that person belongs to

Selective perception

tendency to choose to interpret what is taken in from the environment based on interests, background, attitudes

Affinity bias

tendency to trust / like people who are lot like us

Correlation

the strength of a relationship between x-test scores y-job performance

If negative correlation, hire the employees that have higher or lower scores?

Lower scores (picture the graph x-test scores y-job performance)

Validity

accuracy of a measure (whether the results really do represent what they are supposed to measure)

Content-related validity

does it measure job-related behaviors?

Construct-related validity

does the test actually measure what it claims to measure?

Criterion-related validity

does the test's scores actually actually predict job success?

Predictive method

measure criterion-related validity by tracking applicant scores and wait to compare scores to job performance

Concurrent method

measure criterion-related validity by having current employees take the test and look for correlation between scores and job performance

Reliability

consistency of a measure (whether the results can be reproduced under the same condition makes selection unreliable)

Random error

unpredictable factors that affect a score in no systematic way