Final Exam Leadership

UARK 42503

What is situational engineering?

Leaders use their knowledge of how a situation affects leadership to proactively change the situation to improve the chances of success.

What are the three situational levels?

task, organizational, environmental

What are four characteristics of tasks

autonomy, feedback, structure, interdependence

Task autonomy

Degree to which a job provides an individual with some control over what he or she does and how he or she does it.

Task feedback

Degree to which a person accomplishing a task receives information about performance from performing the task itself.

Task structure

Degree to which a task is structured (known procedure and rules) or unstructured (many different ways of approaching task, none of which is best).

Task interdependence

Degree to which tasks require coordination and synchronization for work groups or teams to accomplish desired goals.

What are the two types of problems?

Technical & Adaptive

Technical problems

Challenges for which problem-solving resources already exist.

How can you solve technical problems?

Can be solved without changing the nature of the social system in which they occur.

Adaptive problems

Cannot be solved using currently existing resources and ways of thinking. Can be difficult reaching a common definition of what the problem really is.

How can you solve adaptive problems.

Can be solved only by changing the system itself. Require adaptive leadership for solutions

What is organizational level of authority?

Hierarchical level in an organization.

How does level of authority impact
leadership?

Leaders at higher organizational levels have more autonomy, perform a greater variety of activities, and spend more time setting policies, coordinating activities, and making staffing decisions.

What is organizational structure?

The way an organization’s activities are coordinated and controlled.

What are three types of organizational complexity?

Horizontal, Vertical, Spatial

Horizontal complexity

Number of "boxes" at any particular organizational
level in an organizational chart.

Vertical complexity

Number of hierarchical levels appearing on an
organizational chart.

Spatial complexity

Describes the geographical dispersion of an organization’s members.

What is formalization?

Degree of standardization.
• Written job descriptions, standardized operating procedures for each
position.
• Varies with size.
• Varies with the nature of work performed.

What is centralization?

Diffusion of decision-making throughout an organization.
• Organization that allows decisions to be made by only one person is
highly centralized.
• Organization that disperses decision-making to the lowest levels of the
organization are decentralized.

Organizational culture

System of shared backgrounds, norms, values, or
beliefs among members of a group.

Organizational climate

Concerns members’ subjective reactions to the
organization.

What are Schein’s four key organizational culture factors?

myths & stories, symbols & artifacts, rituals, languages

Myths and Stories

Tales about the organization that are passed down over time and communicate a story of the organization’s underlying values.

Symbols and Artifacts

objects that can be seen and noticed and that describe various aspects of the culture. Decorations, size of offices, signs, etc.

Rituals

recurring events or activities that reflect
important aspects of the underlying culture

Language

the jargon, or idiosyncratic terms, of an
organization.

Leaders can change culture by

attending to or ignoring particular issues, problems, or projects.

Leaders can modify culture

Through their reactions to crises.

By rewarding new or different kinds of behavior.

By eliminating previous punishments or negative consequences for certain behaviors.

What does VUCA stand for?

Volatile, Uncertain, Complex, Ambiguous

What does VUCA describe?

new state of affairs

What is societal culture?

Learned behaviors characterizing the total way of life of members within any given society.

Guides the distinctive mannerisms, ways of thinking, and values within societies.

What is the GLOBE Research Program?

Global Leadership and Organizational Behavior
Effectiveness Research Program.

What did the GLOBE Research Program discover
about the universality of leadership attributes?

• Charismatic/value-based leadership: Ability to inspire, motivate, and expect high performance from others on the basis of firmly held core values.
• Team-oriented leadership: Emphasizes effective team building and implementation of a common goal among team members.
• Participative leadership: Degree to which managers involve others in making and implementing decisions.
• Humane-oriented leadership: Supportive and considerate leadership compassion and generosity.
• Autonomous leadership: Independent and individualistic leadership.
• Self-protective leadership: Focuses on ensuring the safety and security of the individual or group member.

What is organizational change?

actions an organization takes to change any of its
underlying components, such as processes, culture, people, product, infrastructure, or technology.

What are the different types of organizational change?

adaptive, the in-between, transformational

Adaptive Change

Small, incremental adjustments made to adapt and finetune business processes
Occurs incrementally over time

The In-Between

Vast majority of change initiatives fall in between
adaptive change and transformational change.

Transformational Change

Dramatic evolution of the basic structure of the organization
Often sudden and dramatic

What is the rational approach to change?

C = D x M x P > R
Amount of change (C) equals the product of dissatisfaction (D) model (M) and process (P), greater than resistance (R).
Change as a product of D, M, and P is a multiplicative function–increasing dissatisfaction but having no plan will result in little change.

Beer’s model

Road map for leaders who want to implement an organizational change initiative.
Asserts that organizational change is a systematic process and that large-scale changes can take months or years to implement.

What are the four components of the Model variable of Beer’s model?

Environmental Scanning, Vision, New Goals, System Changes

Environmental scanning

External environment: Continually scan the external environment to assess the seriousness of threats
Internal environment: Understand where the organization is doing well and where it is falling short

Vision

What would a new organization look like if it were to successfully counter the gravest external threats, take advantage of new market opportunities, and overcome organizational shortcomings?
Leaders can solicit followers for ideas to craft a vision statement.
Vision provides guidance for an organization’s actions (what it should/should not do, what kind of people to hire, by what rules should it operate).

New goals

should be set to support the vision
Goals should specifically spell out what the organization is trying to accomplish and when they will get it done.
Goals can be externally or internally focused, or both

system changes

Determine which systems need to change for the organization to fulfill its vision and accomplish its goals
To be successful, leaders need to take a systems thinking approach after setting organizational goals.

Systems thinking approach

Views the organization as a set of interlocking systems where changes in one system can have intended and unintended consequences for other parts of the organization.
Recognize the interconnections between departments or parts of the whole system.

Siloed thinking

Involves optimizing one part of the organization at the expense of suboptimizing the organization’s overall effectiveness.

What is the expectation-performance gap?

Difference between initial expectations and reality.
Can cause considerable frustration and thus lead to resistance if not managed properly, causing followers to revert back to old behaviors and systems to get things done.

How can leaders help followers deal with
the frustration of an expectation-performance gap?

Setting realistic expectations.
Demonstrating a high degree of patience.
Ensuring that followers gain proficiency with the new systems and skills as quickly as possible.

What are the stages of the SARA Model?

Shock or Surprise, Anger, Rejection or Resistance, Acceptance

What are the characteristics of charismatic leaders?

passionate, driven individuals who can paint a compelling vision of a different future

Transactional leadership

Occurs when leaders and followers are in some type of exchange relationship to get needs met.
Tends to perpetuate and legitimize the status quo.
Exchange can be economic (exchange money for work), political (exchange votes for political favors), or psychological (exchange loyalty for consideration)

Transformational leadership

Changes the status quo by appealing to followers’ values and their sense of higher purpose.
Articulate problems in the current system and have a compelling vision of what a new society or
organization could be, which is intimately linked to the values of both the leader and followers.
Leaders are adept at reframing issues
Leaders teach followers how to become leaders in their own right and incite them to play active roles in the change movement.

Charismatic Leaders

Compelling vision
Strong emotional attachments with
followers

Strive for societal/organizational change

Transformational Leaders

Vision and relationships devoted to meeting needs of followers
Change is for benefit of followers
High levels of sacrifice for cause

Leader Characteristics

Vision, Rhetorical skills, Image and trust
building, Personalized
leadership

Follower Characteristics

Charisma
Identification with the leader and vision
Heightened emotional levels
Willing subordination
Feelings of empowerment

Situation Characteristics

Crises
Social networks
Restructuring/organizational downsizing
Time

Charisma

a particularly strong emotional bond to, identification with, and belief in some leaders by their followers.

What are the four types of follower responses to change?

Malicious compliance, Compliance, Cooperation, Commitment

Commitment

Followers embrace change requests as their own and often go the extra mile to make sure work gets done.

Cooperation

Followers willingly engage in those activities needed to make the change request become reality.

Compliance

Followers do no more than abide by the policies and procedures surrounding change requests.

Malicious compliance

Followers either ignore or actively sabotage change requests.

Anchoring Bias

negotiators may be able to gain an edge by making the first offer and anchoring the discussion in their favor

What are the five conflict resolution strategies

Competition (Win-Lose), Accommodation (Lose-Win), Sharing (Lose-Lose), Collaboration (Win-Win), Avoidance (Ignore)

Avoidance (Ignore)

Indifference to the concerns of both parties.
◦ Reflects a withdrawal from or neglect of any party’s interests (unassertive, uncooperative).

Collaboration (Win-Win)

Effort to fully satisfy both parties.
◦ Problem-solving approach that requires the integration of each party’s concerns (assertive, cooperative).

Sharing (Lose-Lose)

Both parties give up something, yet gain something.
◦ This is compromise

Accommodation (Lose-Win)

Entirely giving in to someone else’s concerns
without making any effort to achieve one’s own ends.
◦ This is a tactic of appeasement (cooperative, unassertive).

Competition (Win-Lose)

Desire to achieve one’s own ends at the expense of someone else.
◦ This is domination (assertive, uncooperative).

BANTA

best alternative to a negotiated agreement

Back-up Plan, the option that one exercises if the negotiation breaks down

Reservation point

Worst-Case Scenario, the break-off point form negotiations, or the time when the negotiator will exit the negotiation without an agreement.

target point

Best-Case Scenario, the aspirational point set by a negotiator during preplanning
Must be aggressive but realistic.

ZOPA

Zone of Possible Agreements

Range of options that should be acceptable to both parties