MGMT 372

Credibility first quadrant
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Terms in this set (51)
Credibility first quadrant
leaders have high levels of expertise and trust, likely seen as highly credible
Credibility second quadrant
Leaders don't follow through on commitments, new to firm, or have not invested time in building relationships with followers
Credibility third quadrant
leaders may be new college hires or new to industry, lack technical competence, organizational or industry knowledge, or time to build relationship with coworkers
Credibility fourth quadrant
leaders promoted from among peers or transferred internally, former may need to develop leadership knowledge or skills and the latter technical competence if they wish to increase their credibility
Credibility Matrix Format
x axis: expertise
y axis: trust
top right 1, bottom right 2, bottom left 3, top left 4
Image: Credibility Matrix Format
What is effective communication?
the ability to transmit and receive information with a high probability that the intended message is passed from sender to receiver
What is defensiveness?
Individuals exhibiting assertive behavior are able to stand up for their rights and group rights in a way that also recognizes the concurrent right of others to do the same
What is agression?
Attaining objectives by attacking or hurting others
What are assertive behaviors?
Behaviors and skills composed of behavioral, knowledge or judgement, and evaluative components. Stand up for own rights and group rights and recognize concurrent right of others to do the same
stress management
Monitor stress levels of oneself and followers

Identify cause of stress

Practice healthy lifestyle

Learn to relax

Develop supportive relationships

Keep things in perspective

Apply ABC
ABD Model to change self talkA- triggering event B- you thinking C- feelings and behaviorsCause and effect diagramUse graphic approach to depict systematically the root cause of a problem, the relationship between different causes, and potentially a prioritization of which causes are most importantWhat is performance?Behaviors directed toward the firm's mission/goals or the products and services resulting from those behaviors Differs from effectiveness, which involves making judgments about the adequacy of behavior with respect to certain criteriaUnderstanding and influencing follower motivationleaders who know about different motivational theories more likely to choose the right theory for particular follower and situation Choosing best theory may result in higher performance and more satisfied engaged employees Most performance problems can be attributed to unclear expectations, skill deficits, resource or equipment shortages, or lack of motivation Leaders have most difficulty in recognizing and correcting motivation problemsWhat is achievement orientation?Personality traits a person's tendency to exert effort toward task accomplishment depends partly on the strength of his or her motivation to achieve success. McClelland further developed Atkinson's idea - maintained that differences in achievement orientation are a primary reason why people differ in the levels of effort they exert to accomplish assignments, objectives, or goals Components of the 5 ocean model of personality dimension of conscientiousnessGoal Setting TheorySet goals to change behavior Locke and Latham - goals are the most powerful determinant of task behaviors: goals specific and difficult are given more effort and performance than "do your best" goals goal commitment is critical followers exerted greatest effort when goals accomplished by feedbackcontingent reinforcementrewards / punishments given as a consequence of a particular behaviornoncontingent reinforcementrewards/ punishments NOT ASSOCIATED with a behaviorContingent & noncontingent rewards and punishment akaoperant approachEmpowermentGive people autonomy and latitude to increase their motivation for workKey components of empowerment- Leaders who wish to empower employees should delegate leadership and decision making down to the lowest level possible - Leaders should equip followers with the resources, skills, and knowledge necessary to make good decisionsKey characteristics of empowered employees- Have latitude to make decisions and are comfortable making these decisions - Believe what they do is important - Are seen as influential members of their teamTeam or Organizational effectivenesseffectiveness measures all suffers from some degree of criterion contamination criterion contamination - occurs when effectiveness measures are affected by factors unrelated to follower performance leaders need to ensure followers understand their performance contribution to the team or org goal accomplishment most teams or orgs publish team or balanced scorecards to record their progress towards achieving their goalsWhy do people stay with organizations?long term employment exciting work and challenges fair pay encouraged fun collegial relationships supportive managementOrganizational justice· Based on the premise that people who are treated unfairly are less satisfied, productive, and committed to their organizations - Likely to engage in counterproductive work behaviors · Components · Interactional justice: Degree to which people are given information about reward procedures and are treated with dignity and respect. · Distributive justice: Concerns followers' perceptions of whether the level of reward or punishment is proportionate to an individual's performance or infraction. · Procedural justice: Relates to the process that rewards and punishments are administered.What is leadership potential?Follower's capacity to advance one or more levels within the organization.9-box matricesused to evaluate performance and potential of followers for key positions of leadershipWhy a good relationship with supervisors' matters?· Experience less conflict · higher levels mutual support · Be more satisfied with superior and follower relationshipsHow to build effective relationships with supervisors?· Be honest and dependable · Understand the supervisor's personal and organizational objectives · Realize that superiors do not have all the answers and have both strengths and weaknesses · Keep the superior informed about various activities in the work group or new developments or opportunities in the field · Clarifying expectations about their role on the team, committee, or work groupHow to build effective relationships with peers?· Recognizing common interest and goals · Understanding peers' tasks, problems, and rewardssocial loafingphenomenon whereby individuals become less productive in groupsStages of Group Developmentforming, storming, norming, performingForming· Characterized by polite conversation, the gathering of superficial information about fellow members, and low truststormingMarked by intragroup conflict and status differentiation as remaining contenders struggle to build alliances and fulfill the group's leadership rolenormingCharacterized by the clear emergence of a leader and the development of group norms and cohesivenessperformingIn this stage, group members play functional, interdependent roles that are focused on the performance of group tasksWhat are the problems that can affect group performance?· •Dysfunctional roles · •Role conflict. · •Role ambiguity.What is group norms?Informal rules groups adopt to regulate and regularize group members' behavior.What is group cohesion?· Sum of the forces that attract members to a group, provide resistance to leaving it, and motivate them to be active in itGroupthinkthe tendency of group members to conform, resulting in a narrow view of some issueGroupthink mitigation-encourage all group members to take on the role of critical evaluator. Everyone in the group needs to appreciate the importance of airing doubts and objections -create a climate of open inquiry through their own impartiality and objectivity. leaders - refrain personal preferences or expectations that may bias group discussion -Independent groups established - make recommendations on the same issue -role of devil's advocate—an assignment that should rotate from meeting to meetingWhy do we need all characteristics of goals?Measure the progress and know if you are on the right track. Have an accurate benchmarkFirst step to team interventionRaise awareness of how the team really worksRocket Model- Mission - Talent - Norms - Buy-in - Resources - Courage - ResultsRocket Model Key Components· Context through morale components describe the "how" of team building: · Tell team leaders what they specifically need to do to improve team mission, norms · Results component describes the "what" of team building: · Shows what the team actually accomplished. · High-performing teams get superior results because they have attended to the other seven components · Teams achieving suboptimal results can improve their performance by focusing on problematic components of the Rocket Model.Why is delegation important?Frees leader time develops followers by providing practical experience in controlled fashion strengthens organization by signaling that subordinates are trusted and their developments are important, increasing job satisfactionFirst step informal coachingforging a partnership built on mutual trust and respect for a follower15. commitmentsNot wrong vs right but HOW YOU CHANNEL ENERGY TOWARDS THINGSDoing the workis it true can you know it's true how do you react/ what happens when you believe it who would you be w/o itX outX qualities are what you disown, resist, or judge in yourself100% responsibility1. identify problem, dramatic 2. step into 100% mindset and physical location in room 3. gain insight by repeating until breakthrough: •From the past this reminds me of... •I keep this issue going by... •What I get from keeping this issue going is... •The lifelong pattern I'm noticing is... •I can demonstrate 100% responsibility concerning this issue by... 4. Repeat from 1 if no break