Fuck Jeff Bailey

Trust

"The willingness to be vulnerable to an authority based on positive expectations about the authority's actions and intentions"

Disposition-based trust

"Trust based on a general propensity (trust propensity) to trust authorities across situations — not based on any specific person"

Cognition-based trust

"Trust based on the perceived trustworthiness of an authority — their ability

Trustworthiness

"The degree to which an authority has ability

Ability (trust)

The Skills

Benevolence (trust)

"The belief that an authority wants to do good for the trustor — caring about their interests"

Integrity (trust)

"The belief that an authority adheres to a set of acceptable values

Distributive justice

"Perceived fairness of the outcomes or results employees receive — did I get what I deserve?"

Procedural Justice

"Perceived fairness of the decision-making processes used — were the procedures consistent

Interpersonal justice

"Perceived fairness of the treatment received from an authority — was I treated with respect and propriety?"

Informational justice

Perceived fairness of the communication from authority — were decisions explained thoroughly and truthfully?

Ethics

The degree to which the behaviors of an authority are in accordance with generally accepted moral norms

Moral intensity

The degree to which an issue has ethical urgency — influenced by harm potential, social consensus, proximity,

and probability

Cognitive constraints (unethical

Unintentionally unethical behavior caused by overconfidence, filling in missing info with assumptions, or

believing social norms permit the behavior

Ideological constraints (unethical)

Unintentionally unethical behavior caused by fixed ethical frameworks, metaphors, or fairness biases that

distort judgment

Goal-oriented challenges (unethical)

Unintentionally unethical behavior caused by behavioral scripts, teleopathy (ends justify means), or goal

framing

Learning

A relatively permanent change in an employee's knowledge or skill that results from experience

Explicit knowledge

Knowledge that is easily communicated and taught — can be written down and transferred through training

Tacit knowledge

Knowledge that is difficult to articulate or communicate and is typically acquired through personal experience

over time

Reinforcement (learning)

Learning through rewards and punishments that shape behavior — behavior followed by positive outcomes is

repeated

Observational learning

Learning by watching others and modeling their behavior — also called social learning theory

Programmed decisions

Decisions that are automatic and routine — based on pattern recognition from experience; require little

conscious thought

Nonprogrammed decisions

Decisions that are new, complex, and require conscious thought — should use the rational decision-making

model

Bounded rationality

The tendency to make decisions by simplifying the problem, considering few alternatives, using distorted

information, and satisficing

Satisficing

Choosing the first acceptable solution rather than searching for the optimal one — a key feature of bounded

rationality

Escalation of commitment

The decision to continue investing in a failing course of action due to prior investment — 'throwing good money

after bad

Fundamental attribution error

The tendency to attribute others' behaviors or failures to internal factors (ability, attitude) while ignoring

situational factors

Self-serving bias

The tendency to attribute personal successes to internal causes and personal failures to external causes

Availability bias

The tendency to base judgments on information that is most easily recalled or mentally available

Anchoring bias

The tendency to rely too heavily on the first piece of information received when making decisions

Framing bias

The tendency to make different decisions based on how the same information is presented (positively vs.

negatively

Personality

The structures and propensities inside a person that explain his or her characteristic patterns of thought,

emotion, and behavior

The Central Six (Miller's Spent)

General intelligence, openness to experience, conscientiousness, agreeableness, stability, and extraversion —

the six core personality traits

Conscientiousness

A Big Five trait reflecting self-control, reliability, and organization — high = disciplined; low = impulsive

Agreeableness

A Big Five trait described as 'at the heart of human altruism' — high = kind, empathetic; low = assertive,

dominant

Openness to experience

A Big Five trait — high = novelty-seeking, broad-minded, creative; low = prefers simplicity and tradition

Neuroticism / Stability

High neuroticism = anxious, moody, irritable; high stability = calm, resilient, stress-resistant

Extraversion

High = sociable, talkative, excitement-seeking; low = introverted, reserved, less social

Locus of control

Internal = I control my outcomes. External = luck/fate/powerful others control outcomes

Cultural values

Shared beliefs about desirable end states or modes of conduct in a given culture

Individualistic cultures

Cultures that prioritize personal autonomy, achievement, and uniqueness — norm enforcement through guilt

Collectivist cultures

Cultures that prioritize group harmony, interdependence, and conformity — norm enforcement through shame

Power distance

The degree to which people in a culture accept unequal distribution of power among individuals

Integrity tests

Employment tests that measure conscientiousness, emotional stability, and agreeableness to predict ethical

behavior

Ability

A relatively stable capability to perform a range of different activities — approximately 50% genetic

Skill

A more trainable and improvable capability to perform a specific task — more malleable than ability

g-factor (general cognitive ability

A general factor underlying all specific cognitive abilities — the single best predictor of performance on complex

jobs

Emotional intelligence (EI)

The ability to perceive, understand, regulate, and use emotions — four components: self-awareness, other

awareness, emotion regulation, use of emotions

Self-awareness (EI)

Understanding your own emotions — what you're feeling and why

Other awareness (EI)

The ability to recognize and understand the emotions of other people

Emotion regulation (EI)

The ability to recover quickly from emotional experiences and control how emotions are expressed

Use of emotions (EI)

The ability to harness emotions to improve performance, creativity, and decision-making

Organizational culture

The shared social knowledge within an organization regarding the rules, norms, and values that shape the

attitudes and behaviors of its employees

Observable artifacts

The surface layer of culture — visible symbols, stories, rituals, language, and physical structures

Espoused values

What an organization explicitly says it believes — publicly stated values that may or may not match actual

behavior

Basic underlying assumptions

The deepest layer of culture — beliefs so ingrained that employees act on them automatically; hardest to

change

Culture strength

Exists when employees have high consensus (agreement) AND high intensity (behavior consistently matches

expectations)

ASA model

Attraction-Selection-Attrition — similar people are attracted, selected, and misfits leave over time; maintains

culture

Socialization

The process by which employees learn culture — three stages: anticipatory, encounter, and

understanding/adaptation

Anticipatory socialization

Stage 1 — occurs before hire; employee forms expectations about the job and culture

Encounter stage

Stage 2 — first days/weeks on the job; employee is exposed to actual culture, may experience surprise or

reality shock

Understanding and adaptation

Stage 3 — employee gains role clarity, adjusts values to fit the organization, becomes a full cultural member

Person-organization fit

The degree to which a person's personality and values match the culture of an organization — affects

performance and commitment

Realistic job preview

Showing job candidates an honest picture of the job — both positives and negatives — to reduce early turnover

Leadership

The use of power and influence to direct the activities of followers toward goal achievement

Power

The ability to influence the behavior of others and resist unwanted influence in return

Legitimate power

Power derived from formal authority — the position or role held in the organization

Reward power

Power derived from the ability to give employees something they value — pay, promotions, recognition

Coercive power

Power derived from the ability to punish employees — demotions, poor assignments, termination

Expert power

Personal power derived from having knowledge, skills, and expertise that others value and need

Referent power

Personal power derived from admiration, respect, and followers' desire to emulate the leader

Rational persuasion

The most effective influence tactic — using logic, evidence, and reasoned arguments to change behavior or

attitude

Compliance

Lowest influence response — doing what is asked but with no real commitment

Identification

Moderate influence response — doing what is asked because of admiration or respect for the influencer

Internalization

Highest influence response — fully accepting the request; behavior change is genuine and self-motivated

Distributive bargaining

A win-lose negotiation approach with a fixed pie — one party's gain is the other's loss; zero-sum

Integrative bargaining

A win-win negotiation approach — parties work together to expand value and find mutually beneficial solutions

Time-Driven Model

A decision-making model prescribing which style to use based on situation — following it = 68% effective;

ignoring it = 22%

Initiating structure

Day-to-day leader behavior focused on defining roles, assigning tasks, and organizing work toward goal

achievement

Consideration

Day-to-day leader behavior focused on building trust, respect, and caring relationships with followers

Transformational leadership

A leadership style that motivates followers to exceed expectations through the 4 I's: idealized influence,

inspirational motivation, intellectual stimulation, individualized consideration

Idealized influence

Acting as a role model — demonstrating values and behaviors that followers admire and want to emulate

Inspirational motivation

Communicating a compelling vision of the future that motivates followers to commit and perform

Intellectual stimulation

Encouraging followers to question assumptions, think creatively, and approach problems in new ways

Individualized consideration

Attending to each follower's unique developmental needs through personalized coaching, mentoring, and

support

Transactional leadership

A leadership style based on exchange — rewards for performance, punishment for failure; no inspiration

Laissez-faire leadership

The absence of leadership — the leader avoids making decisions and abdicates responsibility