Final Exam

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Final Exam

• Thursday, December 16, 2004
• 800 1000 a.m. Room G031
• 100-150 Multiple Choice Questions
• What should you study?
• Test is comprehensive
• http//www.cafcs.wvu.edu/RESM/aee/index.html
  Click on course, click on AGEE 220
• Final exam powerpoint

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Exam Topics

• Leadership categories.
• A_______, L______ f_____, d________ - when to use
• Group member behaviors (pro _____/non-________.
• Leadership styles from Path Goal
• D________, S_______, A_______ o_______, P________
  
• Dimensions of Leadership.
• I____________ S____________ and C________________
• Task and relationship oriented behaviors
• Influence outcomes c _______, c_________r______

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• Personality structures I_, E__, S__ E__
• There are some definitions
• Traditional vs. modern society
• Transformational and Transactional Leaders
• Keys to time management
• Types of power Po______, Pe_______, Pr____
• Dissonance
• Charisma
• Maslows hierarchy - levels
• Levels of moral development

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• Factors which affect ethics
• Performance /performance appraisal errors
• Stages of team development/progress
• F______, s_______, n_______, p___________
• Ways to characterize groups
• Goals for success
• Consensus decision making
• Leadership traits

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• Ways to show disagreement with a group decision
• Joharis window
• Servant leadership
• Substitutes for leadership
• Factors affecting leadership L, M, C
• Leadership framework formula
• Freuds levels of consciousness (iceberg)

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• Conflict management
• Stress management
• Leadership polarity
• Perceptions
• Why groups vs. individuals
• Participative leadership
• c_________, c________,d_____________
• Glass ceiling

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GUIDELINES FOR EVALUATING THE ETHICS OF A DECISION

• Is it right?
• Is it fair?
• Who gets hurt?
• What if the details of your decision or actions
  were made public.
• What would you tell your child, sibling, or young
  relative to do?
• How does it smell?

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Types of Prestige Power

• Power Stemming from Ownership
• Power Stemming from Providing Resources
• Power Derived from Capitalizing on Opportunity
• Power Stemming from Managing Critical Problems
• Power Stemming from Being Close to Power

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Dimensions of Leadership

• Initiating structure Organizing and defining
  relationships in the group through assigning
  tasks, scheduling work, specifying procedures to
  follow and clarifying expectations.
• Also known as
• Production emphasis
• Task orientation
• Task motivation

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Second Dimension

• Consideration -is the degree to which the leader
  creates an environment of emotional support,
  warmth, friendliness and trust.
• How accomplished
• Being friendly and approachable
• Keep members up-to-date
• Do small favors
• Be truthful and earn respect

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Task-Related Behaviors and Attitudes

• Task related behaviors
• Adaptability to the situation
• Direction setting
• High performance
• Risk taking and a bias for action
• Hands-on guidance and feedback .
• Stability of performance
• Ability to ask tough questions

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Five Ethical Leadership Behaviors

• Be Honest and Trustworthy, Have Integrity
• Pay Attention to All Stakeholders
• Build Community
• Respect the Individual
• Accomplish Silent Victories

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Relationship Oriented Attitudes and Behaviors

• Aligning and mobilizing
• Concert building
• Creating inspiration and visibility
• Satisfying higher level needs
• Giving emotional support and encouragement
• Promoting principles and values
• Being a servant leader

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Terms

• Androcentrism male experience is norm by which
  all other behavior is measured female
  experiences are considered gender-specific and
  less desirable than male experiences.
  (deBeauvoir, 1952)
• Glass ceiling invisible barrier to women's
  advancement in the work place, especially
  management.

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Position Power

• Legitimate Power
• Reward Power
• Coercive Power
• Information Power

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Personal Power

• Expert power
• Referent
• Prestige power

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MASLOW'S HIERARCHY

• PHYSIOLOGICAL NEEDS Income, health, shelter,
  food, and sleep.
• 2. SAFETY NEEDS Safety, continuing employment,
  healthy environment, freedom from fear, anxiety
  and the threat of punishment.

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Factors Contributing toEthical Differences

• 1. Leaders level of greed and gluttony
• 2. Leader's level of moral development
• Preconventional
• Conventional
• Postconventional
• 3. The situation organizational culture

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MASLOW'S HIERARCHY

• PHYSIOLOGICAL NEEDS Income, health, shelter,
  food, and sleep.
• 2. SAFETY NEEDS Safety, continuing employment,
  healthy environment, freedom from fear, anxiety
  and the threat of punishment.

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MASLOW'S HIERARCHY

• SOCIAL NEEDS Love, sense of belonging,
  atmosphere of acceptance, prestige, recreation
  and entertainment.
• ESTEEM NEEDS Ego satisfaction, a feeling of
  value and importance to others. The desire to
  achieve and to be recognized for it.

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MASLOW'S HIERARCHY

• SELF-REALIZATION Personal growth, higher
  education, spiritual development, the drive to
  realize and utilize one's potential capabilities,
  the desire to contribute to the betterment of
  mankind.

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Stages of Team Development
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Organizations

• Types of CULTURES
• Jeffrey Sonnenfeld identified four types of
  organizational cultures.
• Academy highly skilled employees career
  ladders
• Universities, hospitals, large corporations
• Baseball Team highly skilled employees free
  agents
• Fast pace, high risk organizations such as
  investment banking and advertising

• Club fit dedication commitment valued
  promotion from within seniority driven
• Military, many law firms
• Fortress highly stress job insecurity
  downsizing need specialized skills
• Savings Loans, large car companies

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PERFORMANCE

• Performance appraisal
• Feedback
• Formalized evaluation
• Reliability of work
• Performance appraisal errors
• Leniency error
• Central tendency
• Halo effect

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Perceptions
Surface
thoughts
memories
stored knowledge
Shameful experiences
Selfish needs
Violent motives
fears
Unacceptable sexual urges
irrational wishes
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Notes

• Id - desire, immediate gratification
• Ego - reason, reality, holds Id in check
• Superego - conscience, morality, right vs. wrong

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Roles of Group Members

• Member behaviors can be divided into two
  categories productive and nonproductive that
  might influence group dynamics.
• Productive individuals are group centered.
• Non-productive are self centered.

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Productive Group Centered

• Initiator
• Information seeker
• Opinion Seeker
• Information Giver
• Opinion Giver
• Elaborator
• Orienter
• Energizer
• Procedural Technician

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Unproductive Individual Centered

• Aggressor
• Blocker
• Recognition Seeker
• Self-Confessor
• Playboy/Playgirl
• Dominator
• Help Seeker
• Special Interest Pleader

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Types of Decision Making

• Singular
• Minority
• Majority
• Consensus
• Nominal Group

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How do people learn?

• Association classical conditioning
• Consequences positive and negative
• Observation - modeling

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Individual Characteristics that Exert an
Influence on Groups

• Learning
• Motivation
• Perception
• Attitudes
• Performance
• Personality

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Key Aspects of Servant Leadership

• Place service before self interest.
• Listen first to express confidence in others.
• Inspire trust by being trustworthy
  unquestionably honest, gives up control and
  focus on others.
• Focus on what is feasible to accomplish
• Lend a hand
• Provide tools

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Leadership Versus Management

• Top-level leaders are likely to transform the
  organization whereas top-level managers just
  maintain.
• Leader creates vision, while key function of
  manager is to implement the vision.

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1. Substitutes for Leadership

• Closely knit teams
• Intrinsic satisfaction
• Computer technology
• Professional norms

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Leadership Roles

• Figurehead
• Spokesperson
• Negotiator
• Coach and Motivator
• Team Builder

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Leadership Framework

• L f (l, gm, s)
• Leadership function (leader,
• group members, situational variables)

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Transformational Leadership

• Transformational leader is one who brings about
  positive major changes in an organization.
• Transactional leader, is a manager who mostly
  carries on transactions with people

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Ways to Disagree in consensus decision making

• Marginal support
• Reservations
• Stepping aside
• Blocking
• Withdrawing from the group

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3 Subtypes of Participative

• Consultative makes final decision
• Consensus leaders seeks consensus
• Democratic leaders takes a vote

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Two Contrasting Ideal Types of Societies

• Traditional
• Primary group
• Simple division of labor
• Traditional authority
• Norms
• Religion magic
• Particularism
• Qualities
• Loyalty

• Modern
• Secondary group
• Complex division
• Bureaucratic legal
• Rules
• Science rationality
• Universalism
• Performances
• Efficiency