SHRM-CP Exam Prep HR Competencies-
Graded A
Emergent Theory - ANS-Leaders are not appointed but emerge from the group, which
chooses the leader based on interactions.
Path-Goal Theory - ANS-Emphasizes leaders tole in coaching and developing followers
competencies. leaders perform behaviors needed to help employee stay on track
toward their goals. Involves addressing different employee needs.
Fiedler's Contingency Theory - ANS-Leaders change the situation to make it more
favorable and likely to produce good outcomes. Unfavorable situations must be
changed to improve group effectiveness.
Situational Theories - ANS-Leaders can flex their behaviors to meet the needs of unique
situations, employing both task (using directive behaviors) and relationship (using
supportive behaviors) with employees.
Hersey and Blanchard's situational theory - ANS-Leaders adapt their behaviors to meet
evolving needs of team members. Behaviors involve tasks and relationships. Telling,
Selling, Participating, & Delegating.
"Bureaucratic Blackbelt - ANS-Knows organization system well and how to make things
happen. They know the decision-making processes and requirements. They can
educate leaders about how to gather support for an idea and avoid mistakes that
damage their credibility.
"Tugboat Pilots" - ANS-Have good political instincts. Have a deep history with the
organization and can predict reactions. They can point out potential allies with related
interests.
"Benevolent Bureaucrats" - ANS-Willing to partner but have their own agendas. HR
leader must assess the impact of these other agendas- can't compromise HR's goals.
"Wind Surfer" - ANS-Willing to partner with the leader but only to share in any success.
They add little value to the initiative and the process of gaining support. They simply
want to attach themselves to it. May be necessary to work w/ them to satisfy a more
valuable ally.
emotional intelligence - ANS-the ability to perceive, understand, manage, and use
emotions.
, social intelligence - ANS-ability to understand and navigate social situations and create
connections or rapport with others.
Trait Theory - ANS-a leadership theory that holds that effective leaders possess a
similar set of traits or characteristics. May discourage leader development by implying
that the ability to lead can't be taught.
Behavioral Theories - ANS-Leaders influence group members through certain
behaviors.
Blake-Mouton Theory of Leadership - ANS-Leaders manage tasks and employees.
Five types of managers-
Country Club Manager (low task/high relationship).
Improvised Manager (low task/low relationship)
Authoritarian Manager (High taks/low relationship)
Middle-of-the-Road Manager (Mid-point on task and relationship)
Team Leaders (High task/High relationship)
Expectant theory - ANS-a motivation theory that states effort increases in relation to
one's confidence that the behavior will result in a positive outcome and reward.
Vroom - ANS-Motivation theory that states level of effort depends on:
Expectancy (with reasonable effort the employee can succeed)
Instrumentality (Success will result in a reward)
Valence (The reward is meaningful to the employee)
Attribution Theory - ANS-Motivation theory that states the way a person interprets the
causes for past success or failure is related to the present level of motivation.
Heider/Weiner's Attribution Theory - ANS-Success or failure can be attributed to internal
factors (skills, diligence) or external factors (available resources, market events).
Internal factors maybe under employee's control, but external factors usually are not. A
rack record of success can create empowered and resilient employees, while track
record of failures can lead to "learned helplessness".
leaders can create opportunities for success for less experienced employees by
providing resources, coaching, and guidance.
Goal Setting Theory - ANS-the theory that people will be motivated to the extent to
which they accept specific, challenging goals and receive feedback that indicates their
progress toward goal achievement.
Theory X - ANS-Motivation is seen as irrelevant. Theory X leaders micromanage and
coerce team bc they believe people do not like to wrk and must be strictly controlled and
forced to work.
Graded A
Emergent Theory - ANS-Leaders are not appointed but emerge from the group, which
chooses the leader based on interactions.
Path-Goal Theory - ANS-Emphasizes leaders tole in coaching and developing followers
competencies. leaders perform behaviors needed to help employee stay on track
toward their goals. Involves addressing different employee needs.
Fiedler's Contingency Theory - ANS-Leaders change the situation to make it more
favorable and likely to produce good outcomes. Unfavorable situations must be
changed to improve group effectiveness.
Situational Theories - ANS-Leaders can flex their behaviors to meet the needs of unique
situations, employing both task (using directive behaviors) and relationship (using
supportive behaviors) with employees.
Hersey and Blanchard's situational theory - ANS-Leaders adapt their behaviors to meet
evolving needs of team members. Behaviors involve tasks and relationships. Telling,
Selling, Participating, & Delegating.
"Bureaucratic Blackbelt - ANS-Knows organization system well and how to make things
happen. They know the decision-making processes and requirements. They can
educate leaders about how to gather support for an idea and avoid mistakes that
damage their credibility.
"Tugboat Pilots" - ANS-Have good political instincts. Have a deep history with the
organization and can predict reactions. They can point out potential allies with related
interests.
"Benevolent Bureaucrats" - ANS-Willing to partner but have their own agendas. HR
leader must assess the impact of these other agendas- can't compromise HR's goals.
"Wind Surfer" - ANS-Willing to partner with the leader but only to share in any success.
They add little value to the initiative and the process of gaining support. They simply
want to attach themselves to it. May be necessary to work w/ them to satisfy a more
valuable ally.
emotional intelligence - ANS-the ability to perceive, understand, manage, and use
emotions.
, social intelligence - ANS-ability to understand and navigate social situations and create
connections or rapport with others.
Trait Theory - ANS-a leadership theory that holds that effective leaders possess a
similar set of traits or characteristics. May discourage leader development by implying
that the ability to lead can't be taught.
Behavioral Theories - ANS-Leaders influence group members through certain
behaviors.
Blake-Mouton Theory of Leadership - ANS-Leaders manage tasks and employees.
Five types of managers-
Country Club Manager (low task/high relationship).
Improvised Manager (low task/low relationship)
Authoritarian Manager (High taks/low relationship)
Middle-of-the-Road Manager (Mid-point on task and relationship)
Team Leaders (High task/High relationship)
Expectant theory - ANS-a motivation theory that states effort increases in relation to
one's confidence that the behavior will result in a positive outcome and reward.
Vroom - ANS-Motivation theory that states level of effort depends on:
Expectancy (with reasonable effort the employee can succeed)
Instrumentality (Success will result in a reward)
Valence (The reward is meaningful to the employee)
Attribution Theory - ANS-Motivation theory that states the way a person interprets the
causes for past success or failure is related to the present level of motivation.
Heider/Weiner's Attribution Theory - ANS-Success or failure can be attributed to internal
factors (skills, diligence) or external factors (available resources, market events).
Internal factors maybe under employee's control, but external factors usually are not. A
rack record of success can create empowered and resilient employees, while track
record of failures can lead to "learned helplessness".
leaders can create opportunities for success for less experienced employees by
providing resources, coaching, and guidance.
Goal Setting Theory - ANS-the theory that people will be motivated to the extent to
which they accept specific, challenging goals and receive feedback that indicates their
progress toward goal achievement.
Theory X - ANS-Motivation is seen as irrelevant. Theory X leaders micromanage and
coerce team bc they believe people do not like to wrk and must be strictly controlled and
forced to work.
