Leadership in Public & Non-profit Sectors Midterm

Leadership

a process whereby an individual influences a group of individuals to achieve a common goal

Public goods

goods that are non-rivalrous and/or non-excludable

Non-rivalrous

my consuming the good does not reduce the availability of the good for your consumption

Non-excludable

I cannot prevent you from consuming the good; you cannot prevent me from consuming the good

Management activities

produces order and consistency

Leadership activities

produces change and movement

Assigned leadership

leadership based on occupying a position within an organization

Emergent leadership

an individual perceived by others as the most influential member of a group or organization regardless of the individual’s title

Leadership & Power

the ability to exercise power and the judgement to know ehen to do it wisely

Referent power

based on followers’ identification and liking for a leader

ex. teacher who is adored by students

Expert power

based on followers’ perceptions of the leader’s competence

ex. tour guide who is knowledgeable about a foreign country

Legitimate power

associated with having status or formal job authority

ex. judge who administers sentences in a courtroom

Reward power

derived from having the capacity to provide rewards to others

ex. supervisor who gives rewards to employees who work hard

Coercive power

derived from having the capacity to penalize or punish others

ex. coach who sits players on the bench for being late to practice

Information power

derived from possessing knowledge that others want or need

ex. boss who has info regarding new criteria to decide employee promotion eligibility 

Intelligence

Confidence

Charisma

leader’s special magnetic charm

Determination

Sociability

capacity to build social relationships

Integrity

quality of honesty and trustworthiness

Personality

a dynamic concept describing the growth and development of a person’s whole psychological system

sum total of the ways in which an individual reacts to and interacts with others in social situations

Person-job fit

does the structure of work align with the person

Person-organization fit

does the “vibe” of the organization align with the person’s personality (agreeable to supportive, extraversion to aggressive, openness to innovation>standardization)

Machiavellianism

the degree to which an individual is pragmatic, maintains emotional distance, and believes that the ends justify the means

dark triad

Narcissism

the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement

dark triad

Psychopathy

the tendency for a lack of concern for others and a lack of guilt or remorse when their actions cause harm

dark triad

Self-monitoring

ability to adjust behavior to external, situational factors; sensitivity to external cues

Proactive personality

tendency to take initiative

Values

basic convictions about what is right, good, or desirable

Value system

ranks values in terms of intensity

Terminal values

desirable end-states of existence

Instrumental values

preferred modes of behavior or means of achieving terminal values

Motivation

the processes that account for an individual’s intensity, direction, and persistence of effort toward obtaining a goal

Intensity

concerned with how hard a person tries

Direction

the orientation that benefits the group or organization

Persistence

a measure of how long a person can maintain his/her effort

Self-determination theory

the need for autonomy, competence, and relatedness are the most volitional and high intrinsic forms of motivation…

Self-concordance

consider how strongly people’s reasons for pursuing goals are consistent with their interests and values

Goal-setting theory

goals tell an employee what needs to be done and how much effort is needed. Goals need to be: specific, difficult/challenging, and feedback

Promotion focus

strive for advancement and accomplishment and approach conditions that move them closer toward desired goals

Prevention focus

strive to fulfill duties and obligations and avoid conditions that pull them away from desired goals

Self-efficacy theory

an individual’s belief that he or she is capable of performing a task

Enactive mastery

improving by doing

Vicarious modeling

improving by watching

Verbal persuasion

“You can do this. You’ve done x, which is just like this. I have confidence in you.”

Arousal

cheerleading

Pygmalion effect

self-fulfilling prophecy

Expectancy theory

tendency to act a certain way depends on an expectation that the act will be followed by a given outcome and the attractiveness of that outcome

Organizational justice

overall perception of what is fair in the workplace

Distributive justice

perceived fairness of outcome

Procedural justice

perceived fairness of process used to determine outcome

Interactional justice

sensitivity to the quality of interpersonal treatment

Skill variety

what skills are being utilized to complete that task

Task identity

what is being done and one’s relationship to that task

Task significance

how completing the task fits into the advancement of the larger goal

Job rotation (cross-training)

periodic shifting from one task to the other

Job enrichment

increasing a job’s high-level responsibilities to increase intrinsic motivation

Relational job design

connect employees with the beneficiaries of their work to make jobs more prosocially motivating

Job sharing

two or more people split a 40 hr/wk job

Telecommuting

employees who do their work at home at least two days a week through victual devices linked to the employer’s office

Employee involvement

a participative process that uses employees’ input to increase their commitment to the organization’s success

Participative management (employee involvement program)

joint decision making (mixed results on effectiveness)

Representative participation (employee involvement program)

workers are represented by a small group of employees who actually participate in decision making

two most common forms:

• work councils

• board representatives

Profit sharing (variable pay programs)

when an organization determines how much is distributed based on profit (for profit org)

Employee stock ownership plans (employee involvement program)

instead of getting cash they get stock options (for profit org)

Merit based pay (employee involvement program)

allows employers to differentiate pay based on performance, creates perceptions of relationships between performance and rewards

Employee recognition programs

intrinsic rewards

Compensation systems

extrinsic rewards

Task style

task-oriented: goal oriented. Tasks and a sense of control, they want to achieve.

Relationship style

relationship-oriented: not goal directed. Strong orientation in the present, find meaning in being rather than doing, value trust in strong relationships.

Task leadership

facilitates goal accomplishment

Relationship leadership

followers feel comfortable in any situation

three things central:

• dignity and respect

• building relationships

• making the workplace pleasant

Culture

a shared understanding of what actions and symbols mean

Organizational culture

a system of shared meaning held by members that distinguishes the organization from other organizations

Dominant culture

expresses the core values that are shared by a majority of the organization’s members

Subculture

develop in large organizations and reflect common problems, situations, and experiences of members; mirror the dominant culture but may add to or modify core values

High-intensity norms

people would have a visceral reaction and think you are out of line if violated

Low-intensity norms

yeah that’s not the way you’re supposed to do it

Strong culture

organization’s core values are both intensely held and widely shared

Attraction-Selection-Attrition

seek out those who fit in, hire good fits, those who don’t fit well choose to move on

Top management

establish norms of behavior by their actions

Socialization

helps new employees adapt to the existing culture

formal vs informal (socialization options)

formal: segregation

informal: directly in the swing of things

individual vs collective (socialization options)

individual: individually

collective: grouped together

fixed vs variable (socialization options)

fixed: standardized time stages

variable: no adv notice of transition timetable

serial vs random (socialization options)

serial: mentor

random: no mentor

investiture vs divestiture (socialization options)

investiture: assumes qualities are necessary for job success

divestiture: tries to strip away certain characteristics

High performance culture

security dependent on performance, employees take broad responsibility for organization’s performance, extensive information provided to all employees

Protected culture

security not dependent on performance, focus on defending own occupational prerogatives, info hoarded to build power

Universalism

in general people should be treated the same  (pay - same job same pay in US)

Particularism

how someone is treated is case by vase by external circumstances (pay - more if have a family, less if have a high-earning spouse)

Individualism

US w bonuses, western world

Collectivism

Asia w bonuses, African orgs

High power-distance

feel v separate from authority, long chain of command (ASIA)

Low power-distance

feel more chill w authority, bouncing ideas off each other, do you interact more like peers? (first name basis?

Conflict 

struggle between two or more individuals over perceived differences

Content dimension

observable aspects of a conflict, the what

content conflicts:

• beliefs and values

• goals

Relationship dimension

how two parties are connected to one another, the how

relational conflicts:

• issues of esteem (respect)

• issues of control

  • power=how you exercise control

• issues of affiliation

Procedural (content) conflict

when individuals differ on how to reach a goal