Psychology Test - PDF

Leadership 1) theories A. trait theory · O openness to new experience. (Those people tend to be creative , tend not to do what done in path, they favor novelty over tradition Conscientiousness. This...

Leadership 1) theories A. trait theory · O openness to new experience. (Those people tend to be creative , tend not to do what done in path, they favor novelty over tradition Conscientiousness. This one is being reliable, dependable, disciplined, organzided h(high in leadership success) E extriversion / inteversion your a social person and sensation seeking they want social stimulation, around people. Introverts tend to be stressed out by a lot of stimulation. They want to avoid it. Agreeableness friendly,, , cooperative, thry compromise, they have higher empthy (Low agreeableness tends to be four liters and too high = a agreeableness to be pushovers.) (in middle lf leadership succes # Neuroticism / stability trey express threats, anxiety, worry B) implicit trait theory Leader emergence - who is most Likley to be seen as a leader whether there good at it or not Leadership emergence(So the more person fits the leaders It starts by what Leader stereotype stereotype the more than they have with this leadership traits we (feeling of what Stereotype fit 7 emergency more likely We are to see them as a being a perceive a traits a leader leader, and more likely we are to trump them in a person is having. have leadership position, and more likely we're going to hire them, promote them, vote for themselves.) People are perceived as having these traits, are more likely to be perceived as having leadership qualities, and are more likely to be putting leadership roles. What are the traits? Intelligence , Ambition , Charisma , Height , Organized! Efficient , Consensus , Assertive, Self reliant, Physically attractive , Masculine C. Style theory Leadership consists of two broad dimensions. The argument is there are two dimensions of leadership.. are called task orientation. Sometimes also called concern for people and relationship orientation.. 1) Task orentation / concern for people; Defining roles for subordinates. Making sure everybody knows what their role is, what their job is. It involves establishing goals. Defining goals, establishing goals, organizing work. establishing rules, Enforcing rules Assigning deadlines. and administering rewards and punishments. 2) Relationship orientation/ concern for people trusting people, listening to people, caring about there options, having geniune concern about the well being of others, recognizing have people have responsibility's outside of work , assisting subordinates with their professional development, (training coaching) being friendly and approachable  Impolished. They're basically not very nice people and they're also disorganized chaotic mess. task management leaders. high in task orientation but low in relationship orientation. organized and they're efficient and they're clear. They establish and enforce the rules and the deadlines and the goals. So everything runs like a tight, well, machine. = They're also cold and uncaring and don't give a crap. they basically do little humans like machines.? All they care about is keeping everything running efficiently. They don't give care about you. They don’t care about anybody about them. D. Contingency theory combine style of situation Continuity theory argues that task orientation or relationship orientation alone are the best if they match the situation that you're in. So it basically argues that under some circumstances being a task-oriented leader is the best leader. And under different circumstances being a relationship-oriented leader is the best leader. You can be a good leader if you have a task-oriented style as long as that style matches the situation you're in. Situation/context Leader member relations the degree of trust and confidence that the followers have in the - leader. You can think about some jobs as being highly structured and other jobs as not being highly structured. If you have a job where you sort of have to do it in the same place at the same time every day, there's a right way and a wrong way, and then to do this job right, you have to Task Structure is how clearly defined people's jobs are. A, the B, the C, the D. And if you deviate from that, you won't screw it up. There's basically one - right way to do this job. and a thousand wrong ways to do it, you have to follow the steps perfectly, right? That's a high structure job. Position of power does the leader have over rewards and punishments? -  E. leader-member exchange theory because it argues that leaders and subordinates influence each other. and that interaction between the leaders and subordinates then determines the kind of leadership each subordinate gets. So that whether or not you get good leadership from your leader or you get bad leadership from your leader is going to depend basically on the way you interact with that leader. So the leader may be a great leader for you, but a terrible leader for you. So, let's start with this. It says subordinates have characteristics, the followers of characteristics, and these are the three characteristics that matter. Right? How much they're interested in doing the job.. How much does the sport really want to do this job, is interested and motivated in this job? The person's personality. Their goals are consistent with leaders' goals. The theory argues that leaders tend to stick subordinates in two groups. rooms and out groups.  F. Transformational Leadership theory In fact, transformational leadership is sometimes called charismatic leadership. 1. Transactionals → 994 2. Transformational → 190 1) carisma: charm 2) total self Confidence: with complete conviction and certainty.. 3) A vision : Vision is an idealized goal of some better future. and a specific means for reaching that goal. 4) strong convictions : are willing to put themselves and their followers at great risk in order to achieve their goals. 5) Unconventional behavior. And they will do things that shock people, they'll do things that violate traditional cultural norms, traditional societal norms.. tend to divide people into two camps. They have their loyal followers who will do anything for them. Tend to give their followers loyalty 6) changed agents: They are change agents. They are advocating radical change from the status quo. Abraham Lincoln is seen - as a transformational leader Marther luther king G. Substitutes for leadership So the theory generally argues that there are certain circumstances in which leaders get too much credit and too much blame and certain circumstances in which they don't matter that much and to the extent they do matter it's just because they might screw something up. I) stable market: Stable market, that basically means whatever product or service this organization is selling or creating. And that demand is not going to fluctuate. And all of a sudden, get more demand tomorrow, and the last demand the next day. 2) Stable technology. Stable technology basically means that the way the product or service is created doesn't change ex. Electricity 3) The leaders power is limited: that he be limited by laws and constitutions. 4) high level of subordinate knowledge, subordinate skill.: The leader is supervising. are very skilled, very knowledgeable.. High level of knowledge and skill amongst subordinates. 5) high level of affective organizational commitment ; really feel an emotional bond and emotional connection to the company, to the organization, right? They share its value, they share its common purpose 6) highly structural job: A highly structured job is a job again where there's basically one right way to do it. 7) strong organizational culture: Organizational culture basically refers to the values, norms, and traditions of the company, of the organization. It refers to the values and norms and traditions of the organization. You can think of it just like you think of American. The idea of organizational culture is that organizations have their own internal system of things that they value more than other things.  & Leader is almost not needed with these H) emotional intelligence theory  II Assessment centers Standers set of activity's taking place over Several days that are designed to be a Comprehensive measurement of Leadership Attention Any company that's like medium sized or smaller simply cannot afford it. These are done at big corporations. that are heavily invested in developing leaders and finding good leaders. After people admitted that company for 2, 3, 4 years, the organization basically asks supervisors, mid-level managers, you have any people that seem like they have potential. Okay, and basically that, you know, a mid-level manager will set those names up. And what the organization will do then is once or twice a year, they'll bring together maybe 20, 30, of these people, sometimes from all over the world, it's the multinational corporations, certainly all over the country. They'll bring together 20 or 30 of these new young executives from a company as we experience who their supervisors have said are to show some potential. And they'll spend 2, 3, 4 days running them through a whole bunch of exercises and activities. Some of these activities are individual activities, some of these activities are group activities, by yourself The activities tend to be very difficult, very challenging. A. Individual activity's 1) Intelligence test 2) personality test: like El 5 full scale like more than 300 questions 3 impromptu presentations: design to mesure how well you handle pressure & how well you can acquire and evaluate information & how good you are at making clear and logical designs and how well youcommunicate oral 4) press confrence excerize: kind of similar to the impromptu presentation that they put a slightly different twist on it. But it's also on top of that though it also measures your ability to end a crisis and deal with the media. outside an organization. That's a slightly different twist line. 5) preformace feedback exercise- communication skills.. Interpersonal skills, communication skills, interpersonal skills. (And essentially how good you are at interacting with people in a difficult situation.) 6) in-basket test: Mesures writing skills , and desicion makimg, are you good at makimg rational logical decisions. Mesures decisiveness , delegating, planning organizing (Basically, can you make short-term plans, long-term plans, handle the calendar, schedule meetings? ) sensitivity , fact finding (Are you good? Do you recognize when you need more information? And do you spot key facts and subtle details?) Managerial control. Are you good when necessary of sort of like putting rules and limitations on people? managerial simulation where e you have t o role play country into a situation. Your a new. Manager and you have in your in basket, it's called an in basket test, your in box, your in basket, right? A whole bunch of stuff. There's letters from people and memos from your boss and sales reports and complaints from customers and there's all this paperwork in your basket. You have to go through the basket item by item by item and you have to respond in writing. The rules required to respond in writing. Okay, so they actually this exercise actually does evaluate your writing skills you find you never get your writing rate again when you left college  2) group excersizes 1. Leaderless group discussion - Leader emergence 2. Production exercise :how well people can team in competitive group situations Tpman - Administrator a 7 group 3 hours Prices always changing Different forms to fill outf Observers / inters IIE· Power A. Reward power - All right, so if you have control over something that somebody else wants. B. Coercive power -You could threaten people and potentially actually punish them. (This is the power of the gun.) C. Legitimate power -based on a person's title, role, or position. You have power because you are in a particular role. And that provides influence D. Expert power - you know stuff you have knowledge skills other people would need E. Referent power - power that comes from people you know  Decision making 1) Rational decision making - leads to a good outcome, but some people or biases can make it bad Step 1: clearly deals the problem (deciedwhat you need to know Step. 2: identify all possible solutions Step 3: identify criteria - standard which you Judge something, ( like for a car, price, looks, ect. Safety) pros and con Step 4: weight The criteria Step 5: make the decision that maximizes your gains and minimizes your losses. 2)cimitsto rationality A. Time B. Limited information C. Personality- So there's a good bit of personality and individual differences on how much people like being purely rational and attempt to do it. D. Cognitive biases - (not ration) * Decision making styles Your decision-making style is essentially your decision-making personality. Tolerance for ambiguity-People with a high tolerance for ambiguity like they prefer to make, well, other than, like people with low tolerance for ambiguity like yes or no answers. (They like simple clear decisions) , desire for analysis.- Do you like analyzing data, solving puzzles, looking at the details? Or not. How much you enjoy Value creativity -vary in how much they like to try new ideas. how much they like to be creative and open-minded and they like to try new solutions that have never been done before. versus other people like to stick to tradition and what's worked in the past. Painting relation ships- how much you care about mainting potsive relationships within a group thats making a desicon Likewise, you can think about the consequences of the decisions that you make. How much do you care about how people are going to react to the decision? Do you care if you piss people off or not?  DECISION MAKING STYLES * DIRECTIVE ANALYTICAL CONCEPTUAL BEHAVIORAL TOLERANCE LOW HIGH HIGH LOW FOR AMBIGUITY DESIRE FOR LOW VERY HIGH HIGH LOW ANALYSIS VALUE LOW HIGH VERY HIGH LOW CREATIVITY MAINTAIN LOW LOW HIGH VERY HIGH RELATIONSHIPS directive style. person who basically wants to make, they want yes or no solutions, they want to make decisions quickly, they don't want to spend a lot of time, they don't want to stick to old, tried and true methods. but they really don't care if they have all the information, they don't like analyze the information, they don't care if it bothers anybody and they're... Analitica) - scientists, love to get every ) details, they lox complex decisions to solutions, And they don't like being rushed. They don't like if you put time pressures on them. They don't like missing data. But they also don't care if whatever decision But they also don't care, they don't care about whether you like the decision or not. (Most rational) Conceptional- conceptuals, these are your creative types, Conceptuals like innovation. in the sense that they do like data, they do like analysis, not as much the analyticals. They do have very high tolerance for ambiguity, they tend to see the world in shades of brain full of contingencies, not as black and white or yes or no. But what they really value most is creativity. They also tend to care about what other people think because they love debate, they love discussion, they love sort of working with others to think of something new. Let's all get together and think outside the box and do something creative. Okay, that's your consent. Behavioral- wants to make overs happy, they are people pleases, they don't call to be creative They just want to solve problems quickly, easily, in whatever manner makes people happy.  III Cognitive biases A. Heuristics (shortcuts we use to make decisions.) 1. Representative-. when you judge the qualities or attributes of some thing or some person based on how well it matches a category prototype.. 2. Availability - wren you Judge the probability of some thing ccurring based on How well you can Remember examples of similar events 3. Anchoring - when you judge the value of something based on the first piece of information that you get about its value.. B. Confirmation bias - tending to any look for information that matches your exsitive beliefs C. escalation of commitment - when a person / group continually pursue a course of action that is failing creates st unk cost and it's not working, sometimes people just keep going because they don't want to lose that investment. 2.. Personal responsibility Personal responsibility. This is something that people don't want to be blamed. They don't want to be able to take responsibility for a bad outcome. ( dont wanna admit to others that your wrong) 3. Self justification - don't want to admit to ourself that we are wrong ↓ IIIIIIIIII" % IV group decision making A. Benefits of groups- more knowledge More expertise, more creative ideas, diverse opinions and skills. Greater acceptance of a decision ties with equity theory (voice) B. Problems In groups - Groups are Slow, individuals are must faster Group think -occurs when a decision-making group is so concerned with maintaining relationships and avoiding conflict. Within the group that they fail to Critically evaluate each others ideas. Risky shift ~ tending for groups to make mot extreme decisions Induduals. Individuals tend to be more cautious. tend to be on more risk averse.- Because they know if it goes bad, if it's not just on them, it's the group that failed. The vroom yet normal decision model- So you're a leader, you've got to make decisions, right? Should you make the decision alone? Be a dictator? or should you involve other people in it? And basically, it's trying to take advantage of the benefits of groups and avoid the drawbacks of groups. by pointing you, by applying a bunch of decision rules, 1. Quality Requirement (QR): How important is the technical quality of the decision? 2. Commitment Requirement (CR): How important is subordinate commitment to the decision? 3. Leader's Information (LI): Do you (the leader) have sufficient information to make a high quality decision on your own? 4. Problem Structure (ST): Is the problem well structured (e.g., defined, clear, organized, lend itself to solution, time limited, etc.)? 5. Commitment Probability (CP): If you were to make the decision by yourself, is it reasonably certain that your subordinates would be committed to the decision? 6. Goal Congruence (GC): Do subordinates share the organizational goals to be attained in solving the problem? 7. Subordinate conflict (CO): Is conflict among subordinates over preferred solutions likely? 8. Subordinate information (SI): Do subordinates have sufficient information to make a high quality decision?