Podcast
Questions and Answers
Quel style de leadership est associé à la coordination et au contrôle dans les rôles officiels de gestion?
Quel style de leadership est associé à la coordination et au contrôle dans les rôles officiels de gestion?
Lequel de ces styles de leadership favorise l'innovation et l'adaptabilité?
Lequel de ces styles de leadership favorise l'innovation et l'adaptabilité?
Quel style de leadership se concentre sur le partage de pouvoir avec les employés?
Quel style de leadership se concentre sur le partage de pouvoir avec les employés?
Lequel des styles de leadership met l'accent sur l'authenticité du leader?
Lequel des styles de leadership met l'accent sur l'authenticité du leader?
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Quel est l'objectif principal des approches du leadership héroïque?
Quel est l'objectif principal des approches du leadership héroïque?
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Quel style de leadership est flexible et se situe à l'interface des systèmes administratif et entrepreneurial?
Quel style de leadership est flexible et se situe à l'interface des systèmes administratif et entrepreneurial?
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Quelle approche de leadership consiste à dicter des politiques sans consultation?
Quelle approche de leadership consiste à dicter des politiques sans consultation?
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Quelles dispositions favorisent le leadership dans le cadre de la psychologie positive?
Quelles dispositions favorisent le leadership dans le cadre de la psychologie positive?
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Quel type de leadership s'appuie sur une variété d'expertises issues de plusieurs personnes ?
Quel type de leadership s'appuie sur une variété d'expertises issues de plusieurs personnes ?
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Quelle caractéristique n'est pas associée au succès du leadership partagé ?
Quelle caractéristique n'est pas associée au succès du leadership partagé ?
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Comment est surnommé le modèle de leadership qui répartit les rôles de manière à éviter la concentration du pouvoir ?
Comment est surnommé le modèle de leadership qui répartit les rôles de manière à éviter la concentration du pouvoir ?
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Quelle prémisse n'appartient pas au leadership distribué ?
Quelle prémisse n'appartient pas au leadership distribué ?
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Quelles sont les forces que le coleadership permet d'exploiter ?
Quelles sont les forces que le coleadership permet d'exploiter ?
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Quelle affirmation n'est pas vraie au sujet des théories des traits personnels du leader ?
Quelle affirmation n'est pas vraie au sujet des théories des traits personnels du leader ?
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Le leadership partagé est souvent associé à quel autre type de leadership ?
Le leadership partagé est souvent associé à quel autre type de leadership ?
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Quel élément est essentiel pour le succès du leadership partagé ?
Quel élément est essentiel pour le succès du leadership partagé ?
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Quel style de leadership est approprié pour des subordonnés ayant un degré de maturité faible ?
Quel style de leadership est approprié pour des subordonnés ayant un degré de maturité faible ?
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Quel comportement de leadership implique de consulter les subordonnés et d'intégrer leurs suggestions ?
Quel comportement de leadership implique de consulter les subordonnés et d'intégrer leurs suggestions ?
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Dans la théorie du leadership situationnel, quel élément est essentiel pour déterminer le style de leadership à adopter ?
Dans la théorie du leadership situationnel, quel élément est essentiel pour déterminer le style de leadership à adopter ?
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Lequel des styles de leadership est le mieux adapté aux subordonnés ayant une maturité élevée ?
Lequel des styles de leadership est le mieux adapté aux subordonnés ayant une maturité élevée ?
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Quelle caractéristique définit principalement un leader charismatique ?
Quelle caractéristique définit principalement un leader charismatique ?
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Quels comportements sont attendus d'un leader dans un style de leadership de participation ?
Quels comportements sont attendus d'un leader dans un style de leadership de participation ?
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Quel est l'objectif principal du leadership de persuasion ?
Quel est l'objectif principal du leadership de persuasion ?
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Dans quel contexte est-il approprié pour un leader d'adopter un style autocratique ?
Dans quel contexte est-il approprié pour un leader d'adopter un style autocratique ?
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Study Notes
Examen final - Comportement humain et organisation (Université Laval)
- Examen final (35%): Covers material from weeks 6-10, duration 2h50mn
- Part 1: Online questionnaire (20 true/false, 30 multiple choice), 65 minutes
- Part 2: Case study (4 questions), 1h45mn
- Week 6: Power and Political Gameplay (Chapter 9)
Power in Organizations
- Power: The ability to influence others or affect the course of events
- Social Power: Influencing others in a social relationship.
- Force: Operative power used against another's will.
- Dependency: A person or group relying on another for needs.
- Control: Having dominance or constraint over someone or something.
- Powerlessness: Lack of autonomy or control.
- Negative Effects: Distress, alienation, absenteeism, tardiness, sloppy work, etc.
Sources of Power / Influence
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Positional Power: Derived from hierarchy or official authority of a position
- Legitimate Power: Influencing subordinates based on hierarchical authority.
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Zone of Indifference: The range of requests a subordinate accepts without challenge.
- Inner Zone: Routine commands are followed.
- Outer Zone: Rewarding considerations are required.
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Personal Power: Power inherent to the individual
- Expert Power: Influencing due to knowledge, experience, or judgment.
- Referent Power: Influencing due to identification with or attraction to the individual.
- Informational Power: Influence derived from access to or control over information.
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Relational Power: Leveraging networks or relationships to achieve objectives.
- Association Power: Using influential contacts for support.
- Reciprocal Alliances: Exchange of favors or power for mutual benefit.
Reactions to Power/Influence
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Compliance: Responding to demands for a perceived reward or to avoid punishment
- Submission: Complying out of fear or self-interest.
- Identification: Complying due to personal connection to the requester.
- Internalization: Complying due to personal values.
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Resistance: Actively opposing or delaying demands.
- Constructive Resistance: Purposeful opposition to guide the discussion.
- Dysfunctional Resistance: Passive avoidance or rejection of demands.
- Corruption: Individuals exploiting power for personal gain, e.g. the Bethsabée Syndrome.
Political Gameplay in Organizations
- Political Gameplay: Actions by organizational members striving for resources through informal means, exceeding formal descriptions.
- Formal System: The defined organizational structure outlining roles and processes.
- Informal System: The dynamic patterns of relationships and interactions arising from daily practices.
- Positive Political Play: Actions furthering organizational interests.
- Negative Political Play: Actions prioritizing individual or group self-interest.
- Political Gameplay Manifestations: activities like strategic alliances, manipulations, favoritism in promotions.
Ethics in Political Play
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Ethical Criteria:
- Utilitarian: Maximizing the greatest good for the greatest number.
- Moralistic: Respecting the rights of all parties.
- Social Justice: Treating everyone equitably and fairly.
- Ethical Conflict: When several ethical criteria are in conflict or appear incompatible.
- Political Climate: Perceptions of the organizational political process.
- Avoidance: Addressing a problem rather than engaging with its causes.
Leadership and Management
- Leadership: Influence emerges when leadership and subordinate behaviors are intertwined, which facilitates the achievement of common goals through individual and collective actions; formally elected or appointed individuals or informal individuals.
- Leadership styles: Formal vs. Informal, ascending or descending. (expert, charismatic, etc.)
- Relationship Qualities: Between leaders and followers.
- Implicit theories of leadership: Preconceived ideas about attributes and characteristics that define the leaders.
- Leadership Forms: Distributed or Collective.
Communication (Chapter 13)
- Communication: The process of transmitting meaning through words, actions, and symbols.
- Components: Sender, encoding, channel, decoding, receiver, feedback, noise.
- Types: Formal, Informal (e.g., grapevine).
- Obstacles: Interference and noise, cultural differences, hierarchies.
Conflict Management (Chapter 14)
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Conflict: disagreements stemming from issues of substance or relationships.
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Types: intra-personal (internal conflict), interpersonal (between people), intergroup, and interorganizational.
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Managing Conflicts: Use of strategies for handling conflicts (direct and indirect)
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Resolution of Conflict: Addressing the underlying issues to resolve the conflict.
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Conflict Styles (direct strategies): Accommodating (Yielding), Avoiding (Avoiding), Compromising, Collaborating, Competing (Aggressiveness)
Organizational Structure and Culture (Chapter 15)
- Organizational Structure: Formal arrangement of departments, roles, and responsibilities in an organization.
- Types: functional, divisional, matrix, simple, and adhocracy
- Formalization (control): The degree to which an organization is documented and clearly defined in terms of structures and processes.
- Standardization (formal): The degree to which procedures and protocols are standardized.
Organizational Innovation (Chapter 16)
- Innovation: The active process of introducing new ideas, products, or practices.
- Types: Product, process, administrative & cultural.
- Innovation Process: Stages of innovation (imagination, experimentation, feasibility study, and application /implementation).
Organizational Change (Chapter 17)
- Change: Significant alterations in organizational characteristics (mission, values, strategies, and structure).
- Types: Gradual (incremental) vs. Transformative (radical)
- Change Agents: Individuals or groups driving organizational change.
- Resistance to Change: Responses to proposed organizational changes.
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Description
Ce quiz évalue vos connaissances sur le comportement humain et l'organisation, en se concentrant sur le pouvoir et les dynamiques sociales. Il couvre le matériel des semaines 6 à 10, avec une attention particulière sur le chapitre 9 concernant le pouvoir dans les organisations. Préparez-vous à répondre à des questions sur les sources et les effets du pouvoir en milieu professionnel.
