Leadership Exam 2

MGMT 4253 UARK

what is motivation

anything that provides (1) direction, (2) intensity, or (3) persistence to behavior

what is performance

Behaviors directed toward a firm’s mission or goals or the products and services resulting from those behaviors; behaviors

what is effectiveness

involves making judgements about the adequacy of behavior with respect to certain criteria; judgements

what is job satisfaction

How much one likes a specific kind of job or work activity

what is employee engagement

Extent to which people are absorbed with, committed to, and enthusiastic about their assigned work tasks

Satisfaction and engagement increase when

people accomplish a task, particularly when the task requires a lot of effort.

performance is

not always higher among more satisfied workers.

employee engagement has strong relationship with

job performance and effectiveness.

motivation does

not ensure performance or effectiveness

Higher motivation will usually affect performance only if

followers already have the abilities, skills, and resources to get the job done

What are organizational citizenship behaviors? What kind of employees are more likely to engage in organizational citizenship behaviors?

self motivated employees use their abilities beyond their roles to help the organization grow

What are the five general approaches to motivation discussed in the textbook?

needs/motivation

achievement orientation

goal setting

operant approach

empowerment

needs/motivation major characteristic

Satisfy needs to change behavior

achievement orientation major characteristic

Possession of certain personality traits affects behavior

goal setting major characteristic

set goals to change behavior

operant approach major characteristic

change rewards and punishments to change behavior

empowerment major characteristic

give people autonomy and latitude to increase their motivation for work

What is Maslow’s Hierarchy of Needs?

internal state of tension or arousal, or uncomfortable states of deficiency that people are motivated to change.

How is Maslow’s Hierarchy of Needs related to motivation?

Leadership practitioners can get followers to engage in and persist with certain behaviors by correctly identifying and fulfilling their needs; if needs are not met, people will engage in certain behaviors to satisfy them

What are the three needs that drive employees who perform complex, non-routine
work?

Autonomy, mastery, meaning

What are the important aspects of goal setting?

set high but achievable goals; express confidence that their followers can get the hob done

autonomy

concerned primarily with making choices, freedom to work on things they find interesting or to work in ways that make sense to them

mastery

helping followers develop those skills that will enable them to perform at higher levels; leaders need to set clear expectations for job performance, assess the capabilities of followers, and provide the training needed to acquire and improve critical skills

meaning

doing something that matters, having an impact, being a part of something bigger than oneself; leaders should point out how the tasks and activities performed by followers make a difference to consumers or to the organization

What are the characteristics of well-defined goals?

specific, observable, measurable, attainable, challenging but possible, supported by actual commitment, followed by feedback

What is the Pygmalion effect

occurs when leaders express high expectations for followers, expectations alone can lead to higher-performing teams and followers

What is the Golem effect

occurs when leaders have little faith in their followers’ ability to accomplish a goal; expectations result in a self-fulfilling prophecy and low performance

What is the operant approach to motivation?

Utilizes reward and punishment to change direction, intensity, or persistence of behavior

reward

consequence that increases the likelihood that a particular behavior will be repeated

punishment

administration of an aversive stimulus or the withdrawal of something desirable to decrease the likelihood of repeating a particular behavior

What are contingent rewards and punishments?

administered as consequences of a particular behavior

What are noncontingent rewards and punishments?

are not associated with particular behaviors

What is empowerment

the process of becoming stronger and more confident, especially in controlling one's life and claiming one's rights

What are the two key components of empowerment

Delegation and development

delegation

leaders who wish to empower employees should give our leadership and decision making down to the lowest level possible

development

Leaders should equip followers with the resources, skills, and knowledge necessary to make good decisions.

Delegation without development is often perceived as

abandonment

Development without delegation can be perceived as

micromanagement

what is the relationship between employee satisfaction and turnover?

satisfied workers are more likely to continue to work for an organization, engage in organizational citizenship behaviors that go beyond the job description, and help reduce the workload/stress of others in an organization

dissatisfied workers are more likely to be adversarial in their relations with leadership and engage in diverse counterproductive behaviors

what are the two types of turnovers

functional and dysfunctional

functional turnover

considered healthy for organization

when an employee retires, substandard workers

dysfunctional turnover

occurs when an organizations best and brightest employees become dissatisfied and leave

most likely to occur when local economy is good and jobs are plentiful

also occurs during downsizing is the response to an organizational decline

what are the three types of satisfaction questions on job satisfaction surveys

global satisfaction, facet satisfaction, life satisfaction

global satisfaction

assesses the overall degree to which employees are satisfied with their organization and their job

facet satisfaction

assesses the degree to which employees are satisfied with different aspects of work, such as pay, benefits, promotion policies, and working hours and conditions

hierarchy effect

people with longer tenure or in higher positions tend to have higher global and facet satisfaction ratings than those newer or lower in the organization

under facet satisfaction

life satisfaction

concerns a persons attitude about life in general

According to Herzberg’s two-factor theory, how are motivators defined?

factors that lead to satisfaction at work

what are the two-factors in Herzberg’s theory

motivators and hygiene factors

According to Herzberg’s two-factor theory, how are hygiene factors defined?

factors that lead to dissatisfaction at work

efforts directed toward improving these factors will not increase followers’ motivation or satisfaction

What are examples of hygiene factors

supervision, working conditions, coworkers, pay, policies and procedures, job security

What are examples of motivators?

achievement, recognition, the work itself, responsibility, advancement and growth

What is presenteeism?

notion of being at work while one’s brain is not fully engaged

What factors (including leadership factors) affect follower performance?

motivation, followers knowledge and experience, having the right equipment, leveraging the right processes and procedures

absenteeism leadership, time-wasting leadership, presenteeism, executive magnification, cookie licking

performance

what individual followers accomplish and the behaviors exhibited to achieve results

Absenteeism Leadership

leaders are so busy travelling, attending meetings, or being otherwise preoccupied that they have little time for their followers and teams

Time-wasting Leaders

leaders who unintentionally assign work or set rules that are detrimental to a team’s overall performance

Presenteeism

leaders insist that followers put in long hours at the office

Executive magnification

leaders engage in idle conversations that followers misinterpret as work mandates

Cookie licking

leaders cannot let go of actions or decisions that should be delegated to their staffs

What are the three components of the performance management cycle?

planning, monitoring, evaluating

planning

understanding the teams goals, understanding the role followers need to play in goal accomplishment, understanding the context in which followers operate, understanding the behaviors they need to exhibit for the team to be successful

monitoring

tracking follower performance, sharing feedback on goal progress, providing needed resources and coaching

evaluating

providing summary feedback on job performance to followers

What is differentiation?

overall difference between a company’s best and worst performers

a critical aspect of evaluating performance, and doing this well should systematically improve the quality of followers over time

What is a meritocracy?

where those who get the best results are given the best rewards

What is criterion contamination?

occurs when effectiveness measures are affected by factors unrelated to follower performance

changes in the local economy, media reports, new competitors, regulatory changes, staff turnover

What is a force multiplier?

someone who makes the rest of the team better

Often possesses a work ethic that sets a high bar for performance

Willingly helps others

Coaches and trains teammates

Makes the team run smoother and be more effective

What is a team killer?

individuals who inhibit rather than enhance overall team effectiveness

May be criticizers, slackers, or individuals who are difficult to get along with

Refuse to do their share of the work

Take shortcuts, lie, cheat, steal, or engage in unethical behavior

What are the similarities between groups and teams?

Mutual Interaction

Reciprocal Influence

What are the differences between groups and teams?

Team members have a stronger sense of identification among themselves than group members do.

Teams have common goals or tasks, whereas group members may not have the same degree of consensus about goals that team members do.

Task interdependence is greater with teams than with groups.

Team members have more differentiated and specialized roles than group members

Group

Two or more persons interacting with one another in a manner that each person influences and is influenced by each other person.

An individual is not constrained to only one group

Reciprocal influence

Leaders and followers influence each other.

Group members interact and influence each other.

Although groups play a pervasive role in society, most people spend little time thinking about the factors that affect group processes and intragroup relationships.

What are the implications of a group’s size?

Leader emergences; depending on how big or small will depend on the leader that will emerge

Cliques; as it increases more are likely to develop

leaders behavioral style and span of control

effectiveness

What are the four stages in Tuckman’s Stages of Group Development?

forming, storming, norming, performing

forming

Characterized by polite conversation, the gathering of superficial information about fellow members and the task, and low trust

storming

Marked by intragroup conflict, heightened emotional levels, and status differentiation as remaining contenders struggle to build alliances and fulfill the group’s leadership role

norming

Characterized by the clear emergence of a leader and the development of group norms and cohesiveness

performing

Marked by group members that play functional, interdependent roles that are focused on the performance of group tasks

What is Gersick’s Punctuated Equilibrium Model?

based on performance (Y axis) and time (X)

teams do not jump right into work

initial time is spent trying to figure out strategies

midlife crisis is experienced at the midpoint

project work tends to become more complex after the midpoint

What are the four ways role conflict can occur?

intrasender, intersender, interrole, person-role

Intrasender role conflict

Same person sends mixed signals

Intersender role conflict

Receiving inconsistent signals from several others about expected behavior

Interrole conflict

Inability to perform one’s roles as well as one would like

Person–role conflict

Violation of a person’s values by role expectations

What are group norms?

Informal rules groups adopt to regulate and regularize group members behavior

What are the advantages of group cohesion?

Have lower absenteeism and lower turnover, which can contribute to higher group performance.

Greater cohesiveness does not always lead to higher performance.

May sometimes develop goals contrary to the larger organization’s goals.

group cohesion

sums the forces that attract members to a group, provides resistance to leaving, and motivates them to be active in it

highly cohesive groups

interact with and influence each other more than less cohesive groups do

What are the disadvantages of group cohesion?

overbounding, groupthink, ollieism

overbounding

Tendency to erect what amount to fences or boundaries between themselves and others

shutting out other departments within their own company due to concerns with theft of their intellectual capital

groupthink

People in highly cohesive groups often become more concerned with striving for unanimity than objectively appraising different courses of action

ollieism

Occurs when illegal actions are taken by overly zealous and loyal subordinates who believe that what they are doing will please their leaders

What are the characteristics of groupthink?

illusion of invulnerability, unquestioned assumptions of groups mortality, collective rationalization, stereotypes of the opposition, self-censorship, illusion of unanimity, direct pressure on dissenting members, mind guards

How can a leader reduce groupthink?

Leaders should encourage all group members to take on a role of a critical evaluator. they should also create a climate of open inquiry and refrain from stating personal preferences, establish independent groups and play the role of devils advocate

What are the components of the Rocket Model?

mission, talent, norms, buy-ins, resources, courage, and results

mission

why are we here?

what are we trying to accomplish?

individual goals drive individual behavior and team goals drive team behavior

What are the principles of effective delegation?

decide what to do; identify all actives, estimate time dedicated to each activity, assess whether the activity justifies the time spent

whom to give it to; balance developmental opportunities among followers, match opportunities to individual’s needs, skills and goals

make the assignment clear and specific; steps may not be as evident to followers or someone who has never done the task before, welcome questions and provide a complex explanation

talent

who is on the bus?

do we have the talent that we need?

number, structure, roles, skills, reasons, rewards are the questions that must be asked

norms

what are the rules?

how teams make decisions, get work done, conduct meetings, accountability for results, share information

should be driven by teams goals