SPMA 2P21 Final Exam Study Guide PDF

SPMA 2P21 Final Exam Study Guide Leadership II Leadership Analysis: - Discovering your authentic leadership. Harvard Business Review - Forty years of leadership research in sport management: A review, synthesis and conceptual Leadership I Agenda: - Leadership - Leadership i...

SPMA 2P21 Final Exam Study Guide Leadership II Leadership Analysis: - Discovering your authentic leadership. Harvard Business Review - Forty years of leadership research in sport management: A review, synthesis and conceptual Leadership I Agenda: - Leadership - Leadership is: - An influence relationship - Between two or more people - Leader inspires followers - To achieve more - Textbook definition: - An influence relationship aimed at moving organizations toward an imagined future that depends upon alignment of values and establishment of mutual purposes - True or false: Leaders are born - True or false: Leaders are made - True or fale: Leaders Pull [push] - True: Leadership is dynamic - Leadership theories - Trait theories - Leaders are special and different - Kirkpatrick and Locke (1991) - Drive - Desire to lead - Honesty and integrity - Self confidence - General intelligence - Knowledge of the business - Recall: Are leaders born or made? - Situational theories I - Concern for people & production - Relational vs task-oriented - You are who you are - Fiedler says +/- = Situational favorableness - Power/Authority Task Structure Leader/Members Relations - Situational leadership II - S1: Directing - High directive behavior, low supportive behavior - S2: Coaching  - High directive behavior, High Supportive Behavior - S3: Supporting - HIgh supportive behavior, low directive behavior - S4: Delegating: Low supportive behavior, low directive behavior - Employee development level: - D1 - D4 - Low to High - Developing to developed - Behavioral theories - You are… - Transactional Leadership [MBE] - Transactional Leadership [Active] - Transactional Leadership [Passive] - Transactional Leadership [L/F] - THE BIG ONE: Transformational Leadership theory [4Is] - Idealized influence - Inspirational Motivation - Intellectual Stimulation - Individualized Consideration - Leadership development - Leader/ship development - 5C Leader Development - Credible - Compelling vision - Charismatic communicators - Contagious enthusiasm - Culture builders - 5C Leader Self Assessment - 5C Leader Interpretive guide - 5C Leadership development Leadership II Agenda: - Authentic Leadership - Self-awareness +/- - Internalized moral perspective - Balanced processing of information - Relational transparency - “We all have the capacity to inspire and empower others. But we must first be willing to devote ourselves to our personal growth and development as leaders” (p.1) - Personal Growth and Development - Life stories  - Overcoming early hardships - Reframing experiences as core values - Authentic leader development: - Life stories - Self-awareness - Core values - Motivation - Support team - Integration - Feedback - Action - I get GREAT feedback - Authentic Leadership Development - 5C Leadership Discussion with Jim Weese Conflict @ Work + Negotiation - Conflict Introduction - Conflict is… - A process in which one party perceives that its interests are being opposed or negatively affected by another party (Wall & Callister) - Over issues of substance, or whenever emotional antagonisms create frictions - Finals prep: True or False - Conflict is bad and impacts negatively on organizational performance? - Answer: FALSE - Finals prep II: True or False - Conflict is good and impacts positively on organizational performance? - Answer: FALSE - Better to be precise! - 1: Task + vs. - 2: Relationship - - Conflict can be: - Personal - Intragroup - Substantive - Procedural - Conflict Management [Strategies] - Avoidance - Use authority - Increase resources - Confrontation - Job rotation? - Introduction to negotiation - Negotiation is  - A process of making joint decisions when the parties involved have different preferences - Ex: Bedtime; Netflix; Salary/raise - Athlete contracts (Marner, Vladdy, Lamar, Ohtani) - Types and Pie - Negotiation Types & Pie & Power - Distributive (FIX PIE) - Integrative - Power - Six sources of power rev. - Getting to Yes Framework - Interests > position - Generate options - Objective criteria - Communication - Relationships - BATNAs - Simulation tips/tricks - HOPE apparently is not a strategy - Process before substance - Plan to work; work your plan - Have fun Advanced Negotiation/SImulations Malhotra et al., SPOTLIGHT ISSUES - Rivalries - TIme pressures - Audience presence Shapiro et al., CORE CONCERNS - Autonomy - Appreciation - Affiliation Roadmap: - Getting to Yes Framework review - Interests > position - Generate options - Objective criteria - Communication - Relationships* - BATNAs* - Negotiation 1 review - Contingencies [2022-2024] - No contingencies/incentives were negotiated - Assurances (car is for personal use)  - Add-in/on (delivery to US/UK) - Cash (up-front/install) - Future considerations - Collusion (N/A) - Six N. Habits - Habit #1: Neglecting the other side [Victory Speeches!] - Habit #2: Letting Price BULLDoze other interests [$100 experience] - Habit #3: Letting Positions Drive out Interests [Hardball vs same side of table] - Habit #4: Searching for common ground [vs value re: differences] - Habit #5: Neglecting BATNAs [Deal vs your/their BATNA] - Habit #6: Skewed Vision [Check your self-serving Bias Socialization - Socialization - Socialization Process - Members acquire attitudes, behaviours, and knowledge they need to integrate into an organization - Ex: SPMA 2P21 Online - Short term [Initial Integration] - Medium Term [Ongoing Socialization] - Long Term [Leadership/Role Mastery] - & Negative Socialization - Ex: Training Camp [horror] Stories @ UWO - Psychological Contract - Finals Prep: True or False - The psychological contract is an imagined mutually beneficial agreement between employee/employer? - Answer: TRUE - If it says co-worker instead of employee/employer, then it is false - Finals Prep: Short Answer - Explain what is the relationship between the psychological contract (PC) and the Joy Gap at work? - “Several attitudes have demonstrated that breaching the [psych] contract is negatively related to satisfaction, commitment and job performance” - Psych Contract @ Work @ 2P21 - Psych contract breaches - Training and Development - “Sales training was promised” - Compensation & Advancements OPS - “Benefits were promised… - “ I expected a promotion within a year… - Nature of the work - Job security & Feedback - Responsibility & People  - Feldman’s Socialization Model 1. Anticipatory Socialization 2. Encounter Socialization - Contract is signed - Role & Tasks are clarified - How things are done - Vs. expectations/PC 3. Role Management - New recruits master their role - Adjust to the team/organization values/norms - Sport Managers’ Responsibilities - Best practices” - Be available to new people - Articulate management experiences - Opportunities to meet new people - Open/honest re: expectations Decision Making - Rational DM Model - D’s Routine & Nonprogrammed - @ Football Canada - Captain(s) selection - Based on your decision making/leadership knowledge and experiences - How would you decide? - Modified Nominal Group - Brainstorming - Delphi - BIG [Life] Decisions - Deciding ABC means you cannot do XYZ - Uncertainties re: outcomes from the decision - SPMAs ultimately responsible to make the call - SPMAs responsible to make a reasoned call - Rational DM Model Assumptions: - Outcome will be rational - Decision maker follows a plan - DM knows all possible alternatives - DM calculations success for alternatives - Rational DM Model Steps - Recognize the right problem - Gather all relevant information - ID/Analyze courses of action - Decision is made - Implementation - Evaluation - Rational DM Model Limitations  - Decisions made under time constraints - Decision makers are limited because: - Individual [DMs’] knowledge & - Information processing capacity - Rational DM Model summary is Theory > Practice - DM Alternatives - Garbage Can (Slack & Parent) - Administrative Model (Simon) - Decision Makers are limited - [D] influenced by limited criteria - [D] evaluated vs limited alternatives - [D] made is one that satisfices -... DM process if [often] random, unpredictable, and haphazard - Group DM Strategies + DM Risks & Challenges - Group DM if/when - Leader lacks the necessary expertise - Implementation requires commitment - Anticipate/Manage Groupthink - Anticipate/Manage Polarization - Groupthink - Occurs when a close-knit group of individuals lose their ability to critically analyze decisions and thus fail to function effectively in the Decision Making process - Polarization - Someone raises an issue - Discuss and defend the issue - Points to supportive evidence - ***ONLY to supportive evidence - SPMA Strategies - Real Brainstorming - Nominal Group Technique - Delphi [Research] Technique - DA/Conflict Champion - Understand and appreciate that we get to make decisions that matter Effective Teams - Teamwork & Group Dynamics - Effective Teams Wins Losses and Lessons - OFA/ International Bowl - Metro Toronto WIldcats - Western Mustangs - Football Canada - The Guelph Centennial Spartans won the 2024 OFSAA Southern Bowl Champion  - Ineffective Teams W/L/L (Literally the same teams, wtf are these slides) - THERE IS NO I In Teams - Interdependent - Compelling Direction - Enabling Structure - 3 Mistakes - Assume bigger teams are better - Similarity facilitates team processes - Everyone knows how to work as an - Organizational support - Stages of Group Development - 5 stages of Group Development - Forming - Storming - Norming - Performing - Adjourning - L/Management Issues - Finals Prep: True or False - Cohesive Teams are more effective than teams characterized by conflict? - Answer: True(he thinks) very vague question - FInals Prep: True or False - Social facilitation is the process by which individuals fail to give their best effort whilst working on a team/group - Answer: FALSE - Finals Prep: True or False - Social Loafing is the process by which individuals fail to give their best effort whilst working on a team/group - Answer: TRUE - Types/Size & Benefits - 1: Cross-Functional Team - 2: Problem-Solving Team (Task Force) - 3: Employee-Involvement Team - 4: Top-Management Team - 5: Task Roles [vs all star teams] - Contractors - COntributors - Creators - Critics - Completers Organizational Change - Organizational Change - Strategic changes that organizations implement in order to gain or retain a competitive advantage  - Is “change” easy? Yes & No - Organization change is - Continuous and/or episodic; may be - Developmental, transitional, and/or radical/transformational - Ex: Women’s football in Ontario - WMNS Football in Ontario (2017-2018) - Resources/Capacity - Grassroots/High Performance - IDEA 1: Women in FOotball Symposium - IDEA 2: Sr. Jr. Women’s Tackle Football Team - IDEA 3: Train NCCP Learning Facilitators - Wins, Losses and Lessons - & Meaningful Change Takes time - Can be active or reactive - Involves people, productivity, structure/systems, and/or technology - Ex: NBA Cup, WMNS Football at BROCK U - NBA & Change Management - Lewin’s CHange Management Model - Unfreezing -> Changing -> Refreezing - Unfreezing: - Leadership decides to move towards a new organizational form or structure (ex: office building -> virtual office) - Changing: - Virtual office and new protocols for communication between employees develop - Refreezing: - New ways of doing work from the change in organizational form or structure are now established among employees - Adam Silver: “We’re willing to adjust and change” - Lewin’s Force Field Analysis - Driving force -> Status Quo consensus - Create the vision - 1: Clarify the general direction - 2: Motivate people to take action - Communicate vision - Empower others to act - Create short term wins - CELEBRATE SHORT TERM WINS*** - Because meaningful change takes time - Produce more change - Institutionalize change Organizational Communication - Organizational Communication - Active listening - More effective communicators - Effective communication… - Occurs when the intended meaning of the source and the perceived meaning of the receive are virtually the same - Interpersonal communication; process model; communication forms; practice - FINALS PREP: True or False - Communication in SPMA 2P21 (that is, in the lectures and/or in this question) is an example (an exemplar even!) of truly effective two-way? - Answer: FALSE “garblar sentence” not two-way - FINALS PREP: CLUTTERBUCK”S FAVORITE MOMENT IN SPORT WAS AT PASADENA, CA AND GUELPH!!! - Interpersonal communication Process Model - Sender -> Message -> Channel Medium -> Receiver -> sends a response/feedback to sender - Sender is transmitting - Receiver is decoding - The medium is the message - Written - Nonverbal - Verbal communication - NOISE! NOISE! NOISE! NOISE! - Perceptual screens  - Physical distractions - Power dynamics - Receivers are always open and responsible to… - Active listening - Be Sensitive/Aware/Patient - Ask Clarifying Questions - Be Generous Organizational Culture - Organizational culture - TWTADAH - The way things are done around here - Artifacts - Shared values - Tangible and intangible aspects - Core/shared value: - Enduring beliefs that a certain mode of conduct or end state of existence is personally or socially preferable - The OSU 2011 - Does SPMA have Core Values? - Yes… Kyle Dubas - Good news is difficult but not - Coach Carroll - NFL Highs & Lows - ALways Compete - Win forever - The STandard - Mike Tomlin - Role of leaders and effective followers - Organizational CUlture Impacts And Outcomes - Guides Ls/Fs Decisions - Re: Making ethical decisions - Internal/MANAGEMENT FUNCTION - External/PR FUNCTION (recruitment) - SPMA Challenges - Enduring organizations - Temporary organizations - Communications; rituals; artifacts; orientation and training materials; physical spaces; dress codes; leadership/role modelling; stories - Establish connections - Connect roles to purpose - Experienced > Espoused - Brock University SPMA culture