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

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______

• 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

• 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

• 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)

• Conflict management

• Stress management

• Leadership polarity

• Perceptions

• Why groups vs. individuals

• Participative leadership – – c_________, c________,d_____________

• Glass ceiling

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?

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

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

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

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

Five Ethical Leadership Behaviors

• Be Honest and Trustworthy, Have Integrity

• Pay Attention to All Stakeholders

• Build Community

• Respect the Individual

• Accomplish Silent Victories

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

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.

Position Power

• Legitimate Power

• Reward Power

• Coercive Power

• Information Power

Personal Power

• Expert power

• Referent

• Prestige power

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.

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

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.

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.

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.

Stages of Team Development

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

PERFORMANCE Performance appraisal

Feedback Formalized evaluation Reliability of work

Performance appraisal errors Leniency error Central tendency Halo effect

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

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.

Productive: Group Centered

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

Unproductive: Individual Centered

• Aggressor

• Blocker

• Recognition Seeker

• Self-Confessor

• Playboy/Playgirl

• Dominator

• Help Seeker

• Special Interest Pleader

Types of Decision Making

• Singular

• Minority

• Majority

• Consensus

• Nominal Group

How do people learn?

• Association –classical conditioning

• Consequences – positive and negative

• Observation - modeling

Individual Characteristics that Exert an Influence on Groups

• Learning

• Motivation

• Perception

• Attitudes

• Performance

• Personality

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

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.

1. Substitutes for Leadership

• Closely knit teams

• Intrinsic satisfaction

• Computer technology

• Professional norms

Leadership Roles

1. Figurehead

2. Spokesperson

3. Negotiator

4. Coach and Motivator

5. Team Builder

Leadership Framework

L= f (l, gm, s)

Leadership = function (leader,

group members, situational variables)

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

Ways to Disagree in consensus decision making

• Marginal support

• Reservations

• Stepping aside

• Blocking

• Withdrawing from the group

3 Subtypes of Participative

1. Consultative – makes final decision

2. Consensus leaders – seeks consensus

3. Democratic leaders – takes a vote

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