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| Intelligence is a ____ predictor of leadership skills |
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| EQ= Emotional intelligence (4 results) |
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1. high self awareness
2. motivation
empathy
social skills |
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| Daniel Goleman "IQ gets you in the door, EQ keeps you there" |
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openness-curious, open to new ideas
conscientiosuness-organized, sympathetic, punctual
Extraversion
Agreeableness-affable, kind, trusting
Neuroticism |
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| Top 3 OCEAN predictors of leadership |
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Definition
1. extraversion-strongest correlation to emergence and effectiveness
2. contentious
3. Opennes to experiences |
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indicator of leadership
at peace with self
more likelly to support subordinates |
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1. effort leads to high performance
2. high performance is rewarded
3. rewards are valuable |
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| have more self esteem and project greater charisma |
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| 6 important traits of leaders |
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Definition
integrity
contentious
self-esteem
opennes to experience
intelligence
extraversion |
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| Needed leadership traits... |
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| task oriented leaders are __________ in larger companies |
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Situational Leadership
Who?
What? |
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Definition
change own behavior to meet demands
Hersey and Blanchard |
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| Recommended Leadership styles (situational) INSERTGRAPHHEE |
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Definition
combination of competence and commitment
key factor in determining style |
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| Path leadership (4) stylesINSERTHERE |
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causes focus on company wellbeing
1. charisma
2. inspirational motivation
3. intellectual stimulation
4. Individua;ized consideration |
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Definition
1. contingent
2. active management by exception\
3. passive management by exception |
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be self aware
everyone has different life experiences
intrespective
high integrity
level 5 |
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| programmed decisioncs abide by |
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Definition
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| 3 levels of decision INSERTHERE |
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Definition
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| Rational decision making model (8) INSERTHERE |
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Definition
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| Step to be careful to emphasis in rational model |
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Definition
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| Step to be sure to clarify in the model |
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| 2-make sure criteria are set before seeking solution |
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| Bounded rationality is prone to |
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| satisficing (do not settle) |
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most effective with
training
experience
knowledge
and applies in high pressure situations where retesting occurs |
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| Creative Decision Process SEEGRAPH |
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Definition
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| Dimensions of creativity (3) |
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Definition
fluency
flexibility
originality |
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Term
| 3 additional proposed interactiosn that cause creativity |
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Definition
1. 1. personality traits-openness, risk taking
2. attributes-expertise, imagination, motivation
3. Context-encouragement from others, time pressure, and physical structures |
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Definition
high idea quotas
involve as many people as possible
wildstorming-impossible idea |
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| 5 mentioned decision making challenges |
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Definition
overconfidence sias
hindisght bias
Anchoring
Framing bias
Escalation of Commitment |
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| 2 reasons escalation commitment occurs |
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Definition
decision maker does not want to admit he or she was wrong
decision makers incorrectly believe spending more time and energy will help to recover loses |
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Term
| Pro Con group individual decision making INSERTGRAPH |
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Definition
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| 8 Characteristics of group thinking |
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Definition
1. illusion of invulnerability
2. collective rationalizations
3, Unquestioned belief in groups inherent morality
4. stereotyped view of out groups
5. direct pressure
6. self-consoreship
7. Illusions of unanimity
8. Emergence of self appointed mindgaurds |
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| illusion of invulnerability |
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Definition
| excessive optimism that encourages them to take extreme risks |
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| colelctive rationalizations |
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Definition
| negative information is downplayed |
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| unquestioned belief in group's inherent morality |
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Definition
| incline members to ignore ethical or moral consequences of their actions |
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| stereotyped views of out groups |
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Definition
| groups discount rivals abilities to make effective responses |
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| stopping an individual from differing opinion |
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| members of group minimize their own doubts and counterarguments |
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| self censorship and direct pressure creates a lack of dissent |
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| emergence of self appinted mindguards |
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Definition
| information that may change groups path is not shared |
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| Groups should (5) TO AVIOD GROUPTHINK |
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Definition
-discuss symptoms
-assign a rotating devil's advocate
-invite experts and colleagues to get outside opinion
-encourage culture of difference
-debate ethical implications and potential solutions |
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Term
| Individuals should (5) to avoid groupthink |
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Definition
-monitor own behavior for signs of groupthink and modify
-carefully avoid mindgaurds
-check self for censorship
-avoid putting pressure on other members to conform
-remind members of ground rules for avoiding group think |
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Term
| leaders should (5) to avoid groupthink |
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Definition
-break the group into subgroups
-have more than one group work on same problem
-remain impartial and refrain from stating preferences
-set a tone that encourages critical valuation
-create anonymous feedback channel wehere all group members can contribute if desired |
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| 4 need based motivatio theories |
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Definition
-maslow's Hierarchy
-Existence, Relatedness, Growth theory
-Two-Factor
-Acquired Needs |
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| Maslow's Hierarchy of Needs |
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Definition
| human beings have needs that are hierarchily needs. Some are basic and nothing else matters when they are missing |
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| MasLow Hierarchy Triange (6)INSERT GRAPH |
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| Clayton Alderfer modifies Maslow's hierarchy |
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existance-physiological and safety
relatedness-social needs
Growth-self-esteem and actualization |
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| 2 flaws erg finds with Maslow |
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Definition
1. individuals may regress
2. do not need to occur in particular order |
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Definition
Frederick Herzberg
Hygeinef factors (company policy,salary, safety) dissatisfy workers
Motivators cause satisfaction encourage harder work (achievement, recognition, interesing work) |
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| Acquired Needs theory (3) |
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Definition
DOuglas McClelland
1. Need for achievement
2. need for affiliation
3. Need for power |
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| Need for acheivement weaknesses |
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Definition
may not be great leaders
see recruiting, motivating, training as a waste of time
enjoy doing things by themselves |
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| negative for a leader who worries about how other perceive them |
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| important for effectiveness but cannot take over relationship |
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| create input to output rations with another referent OUtcomes/input |
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| 3 types of justice from equity theory |
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Definition
1. Distributive justice
2. procedural justice
3. interactional justice |
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| 4 ways to create procedural justice |
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Definition
1. advance notice before laying off, firing, or disciplinary action
2. aloowing employees to voice opinion (appeal system)
3. provide explanations in fostering justice
4. consistency is expected |
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| higher levels of jsutice create high levels of commitment |
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| Expectancy Theory ISERT GRAPH |
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Ivan Pavlov
behavior of function of past consequences and those expected in future |
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| 4 reinforcement methods INSERTGRAPH |
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Term
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Definition
1. specialization
2. rotation
3. enlargement (insignificant tasks affect it negatively)
4. enrichment (negative when employees expect additional pay) |
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| Job Characteristic Model INSERT GRAPH HERE (5) i ncharacteristic stage. What are other two stages? |
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| 4 reasons SMART goals motivate INSERTGRAPHERE |
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| Goals give direction, therefore... |
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Definition
should be set carefully
aligned with company goals |
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| goals that think outside the box... |
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| Downsides to goal setting |
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Definition
1. goals that are past an employees skill level will decrease performance
a. behavior and learning goals are more productive in this sense
2. forces employee to focus on one goal and ignore new challenges
3. Focus employee attention on activit that is being measured, which may hurt other non measured activities
4. Aggressive pursuit may lead to unethical behavior |
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Definition
| group of people collectively decide on a course of action this is counter to the preference of anyone in the group |
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| rational choice vs. intuitive vs. experiential |
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Definition
rational-layout all options and see which one has the greatest benefits. deconstruct problem, analyze and study.
Disadvantages: takes time. may not always have clear objectives
Intuitive Approach-must have quality experience before using effectively
Experiential approach-mentally go through how actions will work until the best one is found
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