final exam thursday, december 16, 2004
TRANSCRIPT
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Final Exam
• Thursday, December 16, 2004• 8:00 – 10:00 a.m. Room G031• 100-150 Multiple Choice Questions• What should you study?• Test is comprehensivehttp://www.cafcs.wvu.edu/RESM/aee/index.html
Click on course, click on AGEE 220Final 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• Maslow’s 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
• Johari’s window
• Servant leadership
• Substitutes for leadership
• Factors affecting leadership – L, M, C
• Leadership framework – formula
• Freud’s 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
1. 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
2. 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
1. 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. Leader’s 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
1. 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
3. SOCIAL NEEDS: Love, sense of belonging, atmosphere of acceptance, prestige, recreation and entertainment.
4. 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.
1. Academy – highly skilled employees – career ladders
• Universities, hospitals, large corporations
2. Baseball Team – highly skilled employees – “free agents”
• Fast pace, high risk organizations such as investment banking and advertising
3. Club – fit – dedication & commitment valued – promotion from within – seniority drivenMilitary, many law firms
4. 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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Perc
eptio
ns
thoughts
memories
stored knowledge
Surface
The Conscious Level
Preconscious Level
Unconscious Level
Selfish needsShameful experiences
Violent motives
fears
Unacceptable
sexual urges irrational wishes
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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
1. Figurehead
2. Spokesperson
3. Negotiator
4. Coach and Motivator
5. 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
1. Consultative – makes final decision
2. Consensus leaders – seeks consensus
3. Democratic leaders – takes a vote
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Two Contrasting Ideal Types of SocietiesTraditional
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