BusMHR3200: Exam 2 Questions & Answers Solved 100% Correct!!

4 emphasis for different situations - 1. re-alignment - revitalize a unit, project or process 2. sustain success - preserve the success of a group 3. start-up - get a new business, project, or product going 4. Turnaround - take a troubled group and get it back on track Abusive supervisors - "subordinates perceptions of the extent to which supervisors engage in the sustained display of hostile verbal and nonverbal behavior excluding physical contact" (tepper) Analysis-formulation-implementation (AFI) framework - 1. getting started2. external + internal analysis3. formulation: business strategy4. formulation: corporate strategy5. implement ion Behavioral theories of leadership - 1. Consideration: concern for members needs, mutual respect/trust 2. initiating structure: concern for maximizing task performance Desired conflict management outcomes - 1. agreement 2. stronger relationships 3. learning Elements of strategy formulation - 1- SWOT analysis 2- vision/mission/goals Enhancers - strengthen how leaders' behavior affects results Expert power and referent power usually result in what type of effect on teams? - generally positive effectsHouse's Path-Goal Theory - Leadership effectiveness is determined by: 1. Leader behavior 2. Environmental factors 3. Employees characteristics How could you program functional conflict? - 1. devils advocacy 2. dialectic method How much does leadership matter? - Leadership need >> other factors How to develop a good relationship between a leader and a follower - differentiated relationship quality. relationship development through role assignments. high quality relationship increases followers individual job performance and satisfaction. high differentiation between team members may decrease team performance How to formulate strategy - clarify the key drivers behind value creation, identify critical challenges, determine your must-win battles Laissez-faire leadership - not assuming leadership responsibilities is not leadership Leader-member relations - the first dimension of Fiedler's contingency model and is the extent to which leader has the support, loyalty, and trust or work group Leadership - there are over 6300 books on leadership and over 1400 hardcover books with leadership in the title Leadership behavior + Leadership neutralizers - = results leadership styles - our predominant style is usually a matter of our strengths. Our strengths overused become a liabilityleadership substitutes - = results Leadership Versatility - must learn to use multiple styles and use that style to the right extent given the situation (versatility has been linked to team vitality and team productivity) Model of power and influence - power of an individual (position and personal power) ====> use of influence tactics, impression management, and/or political behavior ======> the influence upon/over others Neutralizers - prevent leader behavior from achieving results Political behavior - is found in virtually every organization and the goal is to exert influence on others Position Power - the third dimension of Fiedler's contingency model and is the degree to which the leader has formal power to reward, punish, or otherwise obtain compliance from employees Resource Exchange between leader and followers - Leader- compensation, strategic information, better work assignment, development Follower- commitment, loyalty, efforts/performance, citizenship behavior, lateral information Strategic priorities - innovation, brand, price, design, quality Substitutes - achieve results in place of leader Task Structure - the second dimension of Fiedler's contingency model and is the amount of structure contained within tasks Two types of leadership rhetoric - 1. Avision: a vibrant idealized, verbal portrait of what the organization aspires to one day achieve2. values: superior customer satisfaction and success. represent desired end states as well as guiding principles that provide a sense of purpose by capturing day by day behaviors are important and desireable What are "hard" influence tactics? - 1. Exchange 2. Coalition 3. Legitimizing 4. Pressure What are general behaviors house's path-goal theory? - leader behaviors What are job-focused impressions? - presenting info about one's job performance in a favorable light What are organizational politics? - "intentional acts of influence to enhance or protect the selfinterest of individuals or groups that are not endorsed by the organization What are self-focused impressions? - presenting oneself as a polite and nice person What are some causes of conflict? - 1. diversity causes conflict 2. independent tasks, personalities/values, inadequate communication, collective decision making, unclear boundaries, unmet expectations, competition, deadlines What are some costs of dysfunctional conflict? - 1. typical managers spend up to 30% of their time dealing with conflict 2. 16% of employees report conflict with a supervisor as a reasoning for leaving 3. The turnover costs for an employee are anywhere from between 75%-150% of their annual salary What are some good advantages of a good network? - 1. access to resources 2. ability to obtain critical information and expertise3. ability to distribute resources 4. power and information what are specifics of the situation in house's path-goal theory? - employee characteristics, environmental factors What are supervisor focused impressions? - praising and doing favors for one's supervisor What are the "soft" influence tactics? - 1. Rational persuasion 2. Consultation 3. Personal Appeal 4. INgratiation 5. Inspirational Appeal What are the 3 dimensions to Fiedler's Contingency Model (situational control)? - 1. leadermember relations 2. Task structure 3. position power What are the 3 favorable upward impressions? - 1. Job-focused 2. Supervisor focused 3. Self-focused What are the 5 conflict handling styles? - 1. Integrating 2. Dominating 3. Obliging 4. Avoiding 5. compromiseWhat are the 9 influencing tactics? - 1. Rational persuasion 2. Inspirational Appeals 3. Consultation 4. Ingratiation 5. personal appeals 6. Exchange 7. Coalition 8. Pressure 9. Legitimating tactics