BUS 272 Power and Leadership

| Your manager and a job candidate cannot agree on salary, so they negotiate vacation days and flexible hours instead. What negotiation strategy is being used?

| Logrolling - making trade-offs by adding additional issues to create more value for both parties. |

| Why does adding more issues to a negotiation often increase value?

| It creates integrative potential, allowing both parties to trade issues they value differently. |

| During a job negotiation, what issues besides salary could be negotiated to create integrative potential?

| Benefits, vacation days, work hours, start date, personal/sick days, remote work, professional development, etc. |

| Two people value different parts of a job offer differently. What concept explains why this negotiation has high potential for a win-win outcome?

| Recognizing integrative potential because both parties have different priorities on the same issues. |

| What is the first step to reaching integrative potential in a negotiation?

| Discover the underlying interests or reasons behind what each party wants. |

| Why are severe time constraints bad for integrative negotiations?

| They reduce discussion, creativity, and exploration of mutually beneficial solutions. |

| Why shouldn't negotiators immediately accept the first proposed solution?

| Better solutions often emerge after exploring interests and alternative trade-offs. |

| What is power in organizational behaviour?

| The ability to influence another person's behaviour. |

| Does having power mean you must always use it?

| No. Power is the ability to influence, not the constant use of influence. |

| Where does organizational power usually originate?

| Control over scarce and valuable resources. |

| A supervisor relies heavily on an employee's technical expertise to complete reports. What concept explains this relationship?

| Asymmetric dependence—the supervisor depends on the employee for important resources or skills. |

| Why aren't all managers dictators?

| Managers often depend on employees, creating mutual dependence. |

| What three factors increase a person's power over resources?

| Control over value, uniqueness, and limited alternatives of the resource. |

| A manager threatens employees with suspension if deadlines are missed. Which power base is this?

| Coercive power. |

| A supervisor offers bonuses for outstanding performance. Which power base is this?

| Reward power. |

| Employees obey a department manager because of their official role. Which power base explains this?

| Legitimate power. |

| A famous entrepreneur influences consumer behaviour because of their popularity. Which power base is this?

| Personal power. |

| A government employee has confidential information unavailable to others. Which power base is this?

| Information power. |

| Employees seek advice from someone because they possess specialized technical knowledge. Which power base is this?

| Expert power. |

| A respected coworker influences others because everyone admires and trusts them. Which power base is this?

| Referent power. |

| What is a social network?

| A system of connected individuals and the relationships between them. |

| According to Structural Hole Theory, what are weak ties?

| Acquaintances that provide access to new people, information, and opportunities. |

| Why are weak ties often more valuable than close friends for finding jobs?

| They provide new information instead of information you already know. |

| What is a broker in Structural Hole Theory?

| Someone who connects people or groups that otherwise would not interact. |

| A consultant introduces two companies that eventually partner together. What role did the consultant play?

| A broker. |

| What are two common negative effects of having power?

| Self-interest, overconfidence, reduced empathy, and treating others as stepping stones. |

| What are two positive effects of power?

| Motivating others and helping others achieve goals. |

| How can organizations reduce the negative effects of power?

| Through organizational systems, accountability, and checks and balances. |

| What is influence?

| The ability to shape another person's behaviour. |

| An employee refuses to complete a requested task. Which influence outcome occurred?

| Resistance. |

| An employee completes a task with minimal effort just to satisfy their boss. Which influence outcome occurred?

| Compliance. |

| An employee enthusiastically supports and works hard toward a new initiative. Which influence outcome occurred?

| Commitment. |

| Which influence tactic relies on facts, logic, and evidence?

| Rational persuasion. |

| Why is rational persuasion sometimes ineffective at producing commitment?

| Confirmation bias, emotional situations, and people already having made up their minds. |

| Which influence tactic produces the highest levels of commitment (about 90%)?

| Inspirational appeals. |

| Besides evidence, what makes rational persuasion more effective?

| The speaker's credibility, expertise, experience, and trustworthiness. |

| According to Cialdini, why are people more likely to agree with someone they like?

| Liking principle. |

| A coworker buys you lunch before asking for a favour. Which Cialdini principle is being used?

| Reciprocity. |

| Why does reciprocity work psychologically?

| People feel obligated to return favours. |

| An advertisement says, "Millions of customers already use this product." Which influence principle is this?

| Social proof. |

| Why does social proof influence behaviour?

| People often follow others who seem similar to themselves. |

| Why are written commitments more effective than verbal promises?

| Consistency—people strive to behave consistently with prior commitments. |

| A patient follows a doctor's advice because they are a medical expert. Which Cialdini principle is demonstrated?

| Authority. |

| A store advertises "Only 3 left!" Which Cialdini principle is being used?

| Scarcity. |

| What is political behaviour?

| Using power to pursue self-interest beyond formal job responsibilities. |

| An employee constantly highlights their achievements to look more competent. What type of political behaviour is this?

| Impression management. |

| What is sexual harassment?

| Behaviour that demeans, humiliates, or degrades someone based on sex and is unwanted. |

| A supervisor threatens to deny a promotion unless an employee agrees to a date. What type of sexual harassment is this?

| Sexual coercion. |

| A coworker repeatedly asks another employee out despite repeated refusals. What type of harassment is this?

| Unwanted sexual attention. |

| Employees display offensive sexual jokes and posters that create a hostile environment. What type of harassment is this?

| Gender harassment. |

| Can sexual harassment target both men and women?

| Yes. |

| What two legal conditions generally must exist for behaviour to qualify as sexual harassment?

| It must be unwanted and sufficiently severe or pervasive. |

| How can power contribute to sexual harassment?

| Individuals with power may abuse their authority over others. |

| What workplace environments have higher risks for sexual harassment?

| Male-dominated industries and workplaces with a high tolerance for harassment. |

| What does a high sexual harassment climate mean?

| Employees believe reporting is risky, ineffective, or likely to result in retaliation. |

| Name three ways organizations can reduce sexual harassment.

| Clear reporting systems, effective training, transparent investigations, supportive bystanders, and respectful workplace culture. |

| What is leadership?

| Influencing and motivating people toward achieving goals. |

| Are all managers leaders?

| No. Managers can be leaders, but not all are. |

| Can someone be a leader without being a manager?

| Yes. Leadership does not require formal authority. |

| What is the main difference between managers and leaders?

| Managers rely on formal authority; leaders rely primarily on influence. |

| What did Trait Theories of leadership focus on?

| The physical and psychological characteristics of leaders. |

| What is a major limitation of Trait Theory?

| It predicts who becomes a leader better than who becomes an effective leader. |

| What is transactional leadership?

| Leadership based on rewards, punishments, and maintaining performance standards. |

| What is transformational leadership?

| Inspiring followers to exceed expectations and perform at their best. |

| A leader acts as an ethical role model whom employees admire. Which transformational component is this?

| Idealized influence. |

| A leader creates an inspiring vision that motivates employees toward excellence. Which transformational component is this?

| Inspirational motivation. |

| A leader encourages employees to challenge old assumptions and develop creative ideas. Which transformational component is this?

| Intellectual stimulation. |

| A leader provides coaching and emotional support based on each employee's needs. Which transformational component is this?

| Individualized consideration (sometimes mistakenly written as individualized inspiration). |

| What is the most widely used leadership assessment?

| Multifactor Leadership Questionnaire (MLQ). |

| According to Leader-Member Exchange (LMX) theory, what determines effective leadership?

| The quality of the relationship between leader and follower. |

| What is passive leadership?

| A lack of leadership where leaders fail to provide guidance or take action. |

| Why does passive leadership often create role conflict and ambiguity?

| Employees receive little direction or feedback. |

| A manager ignores exceptional employee performance without recognizing it. Which type of passive leadership is this?

| Reward omission. |

| A supervisor ignores repeated misconduct instead of addressing it. Which type of passive leadership is this?

| Punishment omission. |

| What is charismatic leadership?

| Leadership characterized by strong inspiration, confidence, and idealized influence. |

| Name three verbal characteristics of charismatic leaders.

| Rhetorical questions, storytelling, animated tone, setting high expectations, confident communication, listing ideas. |

| Name two nonverbal characteristics of charismatic leaders.

| Expressive facial expressions and gestures. |

| What is the Romance of Leadership?

| The tendency to overestimate how much leaders alone influence organizational outcomes. |

| Why do employees often place greater importance on leaders during a crisis?

| They believe leaders have a stronger influence over organizational outcomes during uncertain situations. |

| Application: A recruiter discovers a candidate values flexibility more than salary and adjusts the offer accordingly. Which negotiation concept is illustrated?

| Integrative potential by identifying underlying interests and making value-creating trade-offs. |

| Application: A highly respected engineer convinces coworkers to adopt a new process without having any management title. Which two concepts explain this?

| Expert power and referent power. |

| Application: A manager relies only on punishments to motivate employees. Which power base are they using, and what is a likely downside?

| Coercive power; it often creates compliance rather than commitment. |

| Application: A company encourages employees from different departments to network and share ideas. Which theory explains why this may improve innovation?

| Structural Hole Theory because weak ties provide new information and opportunities. |

| Application: A CEO inspires employees with a compelling future vision instead of focusing on bonuses. Which leadership style is this?

| Transformational leadership, specifically inspirational motivation. |

| Application: Employees complete work only because they fear punishment. What influence consequence has occurred?

| Compliance, not commitment. |

| Application: A popular social media influencer convinces followers to buy a product because they admire them. Which power base and Cialdini principle are involved? | Referent/personal power and Liking.

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| Application: A manager continuously ignores inappropriate jokes in the workplace. Besides passive leadership, what organizational risk increases?

| A higher sexual harassment climate where employees are less likely to report misconduct. |

| Application: During negotiations, one side insists on discussing only salary while ignoring all other issues. What opportunity are they missing?

| Recognizing integrative potential through additional negotiable issues. |

| Application: A leader coaches each employee differently based on their goals and strengths. Which transformational leadership behaviour is this?

| Individualized consideration. |