MGT 3030 Exam 3 Notes PDF

Dec 11, 2024 3:30 PM \| [[MGT 3030]](https://www.google.com/calendar/event?eid=OW1oZTVwbW4xN2hubmdvam00cnBkYWY2ZGdfMjAyNDEyMTBUMDczMDAwWiByaWdhbi5ob3NzYW1AbQ) ---------------------------------------------------------------------------------------------------------------------------------------------...

Dec 11, 2024 3:30 PM \| [[MGT 3030]](https://www.google.com/calendar/event?eid=OW1oZTVwbW4xN2hubmdvam00cnBkYWY2ZGdfMjAyNDEyMTBUMDczMDAwWiByaWdhbi5ob3NzYW1AbQ) -------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Notes - - - - **Leadership** "The process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives" (Yukl, 2010, p.8). **Leadership VS. Management** (Kotter,1990) **Trait "Great Man" Theory** Early leadership research Great leaders are born, not made, possessing certain traits and characteristics that enable them to arise and lead. -- intelligence -- ambition and passion -- physical appearance -- desire to lead -- self-confidence **Limitations of Trait Theories** Researchers have not been able to arrive at a generally agreed list of leadership characteristics and traits The characteristics tend to be unclear and vague. It takes no account of the specific situation. It fails to recognize that leadership can be developed. **Behavioral Theories of Leadership** Characterize leadership behavior patterns to identify effective leadership styles Leaders could be trained in the form and style of their behaviors and relationships with their followers **[1) Ohio State University Studies Initiating Structure]** **Initiating Structure** Define & organize roles Explain expectations Structure the work situation Implement rules **Consideration** Focus on people's welfare Develop work relationships Focus on mutual trust and respect Being approachable **Behavioral Theories of Leadership** **[2) University of Michigan Studies]** Production Oriented Emphasize technical/ task aspects of the job Focus on accomplishing the group's task Employee Oriented Emphasize interpersonal relations Take a personal interest in the needs of employees Accept individual differences **Behavioral Theories of Leadership** **[3) University of Iowa Studies (Kurt Lewin Leadership Styles)]** Autocratic style: The leader takes an authoritarian command-and-control approach and limits employee participation (e.g., [telling employees what to do]). Democratic style: The leader involves employees in decision making, delegates authority and provides feedback for employee development. Laissez- Faire style: The leader leaves all decision making and control to the group ([non leadership]). **Limitations of Behavioral Theories** Leadership behaviors can be described, but research has failed to find a consistent relationship between patterns of leadership behavior and desirable work outcomes (e.g., [productivity, job satisfaction]) Researchers have not been able to identify a universal set of leadership behaviors that would consistently result in effective leadership. It takes no account of the specific situation/ context. **Contingency Theories of Leadership** Any one leadership style is unlikely to suit all situations or circumstances. - - **Contingency Theories of Leadership** Good leaders are able to select the appropriate leadership style for a given situation rather than to rely on only one or two styles to deal with all situations. **Leadership Styles**  **Leadership Style: Coercive** "Do what I say" Leads by demanding immediate compliance. Most effective: in emergency situations, creating order out of chaos. **Authoritative (Visionary) Leadership Style** "Come with me" Leads by aligning people's work with a larger organizational vision. Most effective: when change requires a new vision or when a clear direction is needed. Creates resonance by: Moving people towards shared dreams. **Affiliative Leadership Style** "People come first" Leads by creating harmony and building emotional bonds. Most effective: healing 'broken' organizations; motivating people in stressful circumstances. Creates resonance by: Connecting people to each other. **Democratic Leadership Style** "What do you think?" Leads through building consensus and participation. Most effective: when you need buy-in. Creates resonance by: Valuing input and increasing participation. **Pacesetting Leadership Style** "Do as I do, now" Leads by setting high standards for performance. Most effective: Getting quick results from highly motivated and competent people. Creates resonance by: Meeting challenging and exciting goals. **Coaching Leadership Style** "Try this" Leads by developing people for the future. Most effective: Helping employees to improve performance and develop long-term strengths. Creates resonance by: Developing others to fulfill individual and organizational needs. **Taken Together\...** Leadership is considered as a complex and emergent dynamic in organizations. Theories should help to explain leadership -- but may not necessarily provide a direct "how to" guide or predict "good or bad" leadership. The field of leadership is evolving to a more holistic view of leadership. **Emotional intelligence** **1. Emotions are Contagious** **Emotional contagion:** the tendency to 'catch' and feel emotions of the people around you. Relatively automatic, unintentional, uncontrollable, and largely inaccessible to conscious awareness. **HOW?** People automatically and continuously mimic and synchronize their movements with the facial expressions, vocal productions, postures, movements, and instrumental behaviors of others. People tend to feel emotions consistent with the facial, vocal, and postural expressions they adopt. **2. Bad is Stronger Than Good** Negativity bias: Negative things have a greater effect on one's psychological state and processes than positive things. You need AT LEAST three positives to counteract one negative. **Be responsible for the emotions you spread!** Positive emotions like joy, love, hope, optimism are contagious. So are negative emotions like anger, frustration, disgust. Negative emotions will have a more intense effect and spread faster and more broadly than positive emotions unless we consciously counteract negativity bias. As a leader, you are a salient referent for those around you. Your ability to manage your own emotions directly impacts the emotions of those around you. **What Great Leaders Do** "Great leaders move us. They ignite our passion and inspire the best in us. When we try to explain why they are so effective, we speak of strategy, vision, or powerful ideas. But the reality is much more primal: Great leadership works through emotions." **What is Emotional Intelligence?** The capacity to recognize our own emotions and those of others, to manage our emotions well in ourselves and in our relationships, and to use the social information provided by emotions to motivate ourselves and others toward desired outcomes.  **Foundations of Emotional Intelligence** All E.I. competencies are important, but without a a base level of these two competencies, the rest become very difficult, if not impossible. **Emotional Self-Awareness** [Knowing one's emotions, strengths, weaknesses, drives, values and goals -- and] [their impact on others.] As you gain status and power: ** Self-assessment become less accurate** - - ** Others' assessments become less accurate** (at least what they share with you) - **Overconfidence Bias** When your subjective confidence in your decision is greater than its objective accuracy The problem: Leads to inaccurate decisions and exacerbates other biases **Emotional Self-Control** The ability to keep one's disruptive emotions and impulses in check and maintain effectiveness under stressful or even hostile conditions. Deal Calmly with stress Display restrain and control in your impulses Stay poised and positive, even in difficult moments Able to get the job done despite feeling negative emotions **Corporate Social Responsibility (CSR)** **Ethics & Business: What is Ethics?** The set of moral principles or values that defines right and wrong for a person or group Ethical behavior conforms to a society's accepted moral principles Unethical does not mean illegal\...Many unethical acts are not illegal, and vice versa Can't rely on the legal system to assure conduct is ethical **Corporate Social Responsibility (CSR)** The amalgam of economic, legal, ethical, discretionary, and environmental responsibilities organizations have to society (Carroll, 1979; Dahlsrud, 2008). An organization's obligation to maximize its positive impact on stakeholders and minimize its negative impact.  **Stakeholder:** A party that has an interest in a company and can either affect or be affected by the business. **Consequences of Organizational Dishonesty** Decreased repeat business Atmosphere of distrust Lower job satisfaction and performance High worker turnover, particularly among honest employees Increased employee theft Expensive (under effective) surveillance systems & resulting worker reactance **Example: Volkswagen Emissions Fraud** Consumer backlash & lack of trust 30% drop in share price Cost of 11 million cars recalled and repaired worldwide Billions of \$\$ in consumer compensation Fraud charges **To Whom are Organizations Socially Responsible?** Shareholder Model: Maximize profits There is one and only one social responsibility of business -- to use its resources and engage in activities designed to increase its profits so long as it\...engages in open and free competition, without deception or fraud \- Milton Friedman, 1962 Stakeholder Model: Prioritize long-term survival via integrative solutions Long-term survival is achieved by satisfying the interests of multiple corporate stakeholders, including shareholders, customers, employees, suppliers, and the local Community. The task of executives is to create as much value as possible for stakeholders without resorting to tradeoffs. Great companies endure because they manage to get stakeholder interests aligned in the same direction. \- Edward Freeman **Diversity and Inclusion** Being around people different than ourselves changes how we think and interact **What is Diversity?** Diversity represents the multitude of individual differences and similarities among people - - **Like people, diversity has layers** - Ex: age, race, gender, physical (dis)ability - Ex: Personality differences, values, beliefs, mental (dis)ability **Why is Diversity Important for Organizations?** - - 1-Increases the accuracy of judgments and the quality of decisions that must satisfy multiple constituents 2- Increases group creativity 3- Improves ethical decision making **Homogeneity:** Homogeneous (similar Inputs) Advantages Similarity breeds liking High cohesion Low start-up costs Easier to reach agreement Disadvantages Narrow perspectives Low motivation to change or learn Lack of new ideas Enhances illusion of "rightness" Prone to Groupthink **Heterogeneity:** Heterogeneous (dissimilar Inputs) Advantages Richer pool of information More learning More complex problem representations Creativity, innovation More specialization and division of labor Disadvantages Higher start-up costs Conflict, disagreement Too much complexity Hard to please everyone Risk of marginalization, ostracism **Diversity** The presence of others is different from ourselves\... 1\) improves the information we have available. 2\) changes the way we think and make decisions. **Greater importance of diversity in the team** What is the team's primary task? **Implementation** Putting existing rules, laws, and procedures into practice, etc. Ex: Working on the line in a car factory, parking enforcement, HR admin **Problem Solving & Innovation** Original development of novel content; bridging gaps between known areas, etc. Ex: Engineering all the different parts of a car, developing new teaching curriculum, consulting projects Greater importance of diversity in the team **Why is Diversity So Difficult?** Obstacle \#1 Social identity & Intergroup conflict Obstacle \#2 Intergroup hierarchy **Obstacles to effective diversity management** **Social Identity Groups** Social identity groups are based on the physical, social, and mental characteristics of individuals. They are sometimes obvious and clear, sometimes not obvious and unclear, often self claimed and frequently ascribed by others (LSA, University of Michigan) Examples: gender, race, ethnicity, sexual orientation, religion/spirituality, socioeconomic status, age, (dis)ability, nation(s) of origin and/or citizenship, profession/occupation, relationship status, language **Social Identity Theory** Social identity is a person's sense of who they are based on the groups they are apart of The groups we belong to are an important source of positive self-esteem Groups provide us with a sense of belonging People are motivated to maintain self esteem by holding a (comparatively) positive view of their in-group (Tajfel et al., 1979) **Signs of Intragroup Loyalty** Desire to spend time with the group Belief that membership in the group is diagnostic of positive traits Sacrifice for the benefit of the group or individual group members Increased participation Show off group membership **Signs of Intergroup Conflict** Intergroup bias - - Presence of stereotypes - Polarization between groups - - **Obstacle \#1: Intergroup Conflict In-Group/Out-Group Bias** Tendency to perceive in-group positively and out-group negatively Examples: People are better at remembering positive information about in- vs. out-group members, and negative information about out- vs. in-group members People share more scarce resources, are more cooperative, and helpful to in-group members (Dovido & Gaertner, 2010) **Behavioral Attributions** People explain the causes of their own and other people's behavior. They make attributions.. **Two Types of Attributions** Internal/Dispositional Attribution Something about the person is primarily responsible for the outcome Ex: Personality, ability, motivation, group membership Ex: My friend didn't text me back because they are unreliable. External/Situational Attribution Something about the situation is primarily responsible for the outcome Ex: Task difficulty, luck, structural barriers Ex: My friend didn't text me back because they were busy. **Attributional Biases** Systematic biases in perception reduce the accuracy of attributions Fundamental attribution error Patterned errors in our attributions of ourselves and others Self-serving attribution Motivated errors in attributions about ourselves Our tendency to take credit for our successes but attribute failures to external causes, in order to preserve a positive self-view. Ex: When I perform well it\'s because I am smart. When I perform poorly it\'s because The test was hard. **Fundamental Attribution Error** Perceivers overestimate the extent to which the target's behavior reflects underlying traits and discount situational explanations for behavior. Ex: If your boss is unresponsive, you are more likely to think s/he is rude than to consider the organizational pressures and deadlines s/he faces **Ultimate Attribution** Gap in attributions about in- vs. out-group members We apply our self-serving bias to in-group members, but not out-group members - - - **Obstacle \#2: Hierarchy** **Hierarchy:** An ordered ranking of people, groups, or things Higher status in social hierarchies comes with greater access to resources, leadership positions, and other forms of power Hierarchies emerge easily and promote efficiency, but not necessarily optimization **The Belief in a Just World** We often assume that people "deserve what they get and get what they deserve"\... \...but this ignores the fact that privileges and opportunities are often unequally distributed. **Power Corrupts\...Effects on Power-Holders**  **Ordinary Privilege** the part of your everyday identity you can take for granted We are privileged not because we want to be, but because we were born into a society that is structured in a way that grants certain people privileges. We all have different levels of privilege. It's relative and is dependent on context. It is not only about race. -- Examples: being able-bodied, being right-handed, speaking English as a native language, being born into certain citizenship, having a parent who has gone to college We tend to be "blind" to our privilege (how to notice an absence of obstacles?) **Identifying Your Ordinary Privilege** Ordinary privilege: the part of your everyday identity you can take for granted **What Can I Do to Foster Inclusion in My Organization?** Face feedback with humility & curiosity If you are insensitive towards someone, avoid defensiveness by taking a growth mindset -- this is a learning opportunity. Apologize and listen to their perspective: "I'm sorry, I didn't intend to be hurtful\... How can I do better next time?" Rahmes & Wilbanks (2018) Seek challenge with curiosity Self-educate by reading & listening to things that challenge your views. You don't have to agree, but you should be able to listen to understand. Asking minority group members to educate us demands emotional labor from those already facing greater stress & hardship (i.e., the minority tax) Diversify your network Pay attention to who you spend time with, and where you spend time at work. Limiting your exposure to certain groups (intentionally or unintentionally) limits your ability to understand experiences different to your Own. **What Can I Do to Foster Inclusion in My Organization?** Express empathy and compassion. Offer to listen. Safe, open discussions can help repair trust. (Leigh & Melwani, 2022) Give honest feedback You can help create inclusive norms. People are less likely to repeat the behavior and express less prejudice after being confronted (Czopp, et al 2006) Lift others up If you have influence in certain contexts in your life, use it to help those who don't have it. Speak up and amplify the voices of those with less power. Both of you will gain peer respect. (Bain et al, 2021) **Practical Tips For Organizations** Selection Perform open searches for job candidates -- network-based hiring is more homogenous. In-group inclusion is the flip-side of out-group exclusion. Develop clear and transparent criteria for hiring. Speak up when other factors enter the conversation. - - Inclusion Promotes Retention Diversity doesn't stop at hiring -- retaining diverse employees requires culture of inclusion. What are you doing to make sure people feel a sense of safety and belonging once they arrive? **Practical Tips For Organizations** Communication Solicit input from members of underrepresented groups to understand what barriers they face in the organization. Don't expect immediate transparency from underrepresented groups. It may not feel safe for them to speak up. You need to develop the relationship first -it will help create trust. Informal Organizational Structures Pay attention to informal relationships and signals in your organization. Who gets invited to social events? Who is included in the informal conversations? Who gets informal recognition? This will also help with inclusion. **Practical Tips For Organizations** Collect Data Measure where you start and set specific benchmarks for improvement. How else will you know it's working? Evidence of progress can help attract new applicants. Walk the Walk Give status, recognition, power, and resources to the people who take on diversity work. It's a value signal and is necessary for any initiative to succeed. ### **Summary of *Leadership That Gets Results* by Daniel Goleman** In *Leadership That Gets Results*, Daniel Goleman examines how effective leaders achieve success by using a mix of six distinct leadership styles, each rooted in different aspects of emotional intelligence. The key insight is that the best leaders adapt their style to the situation at hand, demonstrating flexibility and awareness of their team's needs. Goleman's research, conducted with Hay/McBer on thousands of executives, reveals that each leadership style has a unique impact on the organizational climate and, ultimately, on business performance. ### **Six Leadership Styles and Key Points** 1. - - - 2. - - - 3. - - - 4. - - - 5. - - - 6. - - - ### **Key Takeaways** - - - - ### **Conclusion** Effective leadership is not about sticking to one style but knowing when to use each style to achieve the best results. Leaders can improve their emotional intelligence and expand their leadership toolkit with practice and commitment, ultimately enhancing their organization\'s performance.