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SHRM-SCP > Behavioral Competencies: Leadership > Flashcards

Behavioral Competencies: Leadership Flashcards

1
Q

Situational Leadership

A
  • No universally applicable way to lead
  • Directing, engaging, collaborating, or delegating
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2
Q

Inclusive Leadership

A
  • Promoting atmosphere of respect
  • Equality
  • Being conscious of cultural values
  • Bridge behavioral gaps and leverage differences to increase performance
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3
Q

Participative Leadership

A

Allows employees to be informed and involved

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4
Q

Transformational Leadership

A
  • Championing shared vision with employees
  • Changing attitudes and assumptions
  • Mission-oriented
  • Followers are empowered
  • Leader is charismatic, inspirational, intellectually stimulating, and treats people individually
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5
Q

Douglas McGregor

A
  • 2 ways to lead: Theory X or Theory Y
  • Theory X: employees are lazy and only motivated by discipline
  • Theory Y: employees are willing, hard workers who need to be shown the importance of their work
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6
Q

Self-Determination Theory

A

Motivation Theories
3 core intrinsic motivators:
1. Autonomy
2. Competence
3. Relatedness (attachment and sense of belonging)

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7
Q

Locus of Stability

A

Attribution Theory
Identifies outcomes based on fixed, stable factors (e.g. ability and task difficulty) AND variable factors (e.g. effort and luck)

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8
Q

Locus of Causality

A

Attribution Theory
Identifies outcomes based upon internal controls (e.g. ability and effort) AND external factors (e.g. difficulty and luck)

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9
Q

Attribution Theory

A

Motivation Theories
- Introduced by Fritz Heider
- Developed further by Bernard Weiner
- Ability, effort, task difficulty, luck
- Used to identify root cause of behavior
- 3 stages:
1. Behavior observation
2. Determining if deliberate or consistent
3. Concluding if caused by internal or external factors

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10
Q

Maslow’s Hierarchy of Needs

A

Motivation Theories
- Abraham Maslow
- People have variety of needs that must be met in a CERTAIN order
1. Physiological (body, e.g. thirst)
2. Safety
3. Social (acceptance)
4. Esteem (respect by peers)
5. Self-actualization (feeling fulfilled)

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11
Q

McCclelland’s Acquired Needs Theory

A

Motivation Theories
- David McClelland
- Motivation primarily intrinsic
- 3 main needs
1. Achievement
2. Affiliation
3. Power
- Can be motivated by a combination

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12
Q

Dr. Edwin Locke

A

Motivation Theories
- 1960s
- Goal-setting theory
- Explicit, measurable goals that are challenging but achievable
- Employees will be more vested if they collab to set goals
- Feedback is critical
- Achieving goal should have intrinsic and extrinsic rewards

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13
Q

Herzberg’s Motivator Hygiene Theory

A

Motivation Theories
Employee affected by hygiene factors and motivators
- Hygiene (extrinsic) - salary, benefits, environments, AKA job dissatisfiers
- Motivators (intrinsic) - growth and recognition, AKA job satisfiers
- Must address BOTH

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14
Q

Expectancy Theory

A

Motivation Theories
- Victor Vroom
- Rationality will drive employees toward the option that provides maximum pleasure and minimal pain
- Expectancy X Instrumentality X Valence = Motivation
- Expectancy: best efforts will yield good performance
- Instrumentality: good performance will yield particular result (rewards)
- Valance: value of outcome to a given employee

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15
Q

Skinner’s Operant Conditioning

A

Motivation Theories
- B.F. Skinner
- Motivation based on extrinsic factors like reward and punishment

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16
Q

Job Characteristics Model

A

Motivation Theories
- Hackman and Oldman
- 3 job characteristics affect performance and satisfaction
1. Task identity (seeing how it affects the organization)
2. Task significance (seeing how it affects people/society)
3. Skill variety
4. Autonomy
5. Feedback

17
Q

Taylor’s Scientific Management

A

Motivation Theories
- Frederick Taylor
- People could be motivated by working conditions
- Safety, lighting, tools
- Employees change behavior when observed

18
Q

Phases of People Management

A
  1. Directing
  2. Coaching
  3. Supporting
  4. Delegating
19
Q

Delegating

A

People Management Techniques
- A lot of flexibility
- Little direction
- Trusting, empowering, acknowledging, and challenging

20
Q

Supporting

A

People Management Techniques
- Less direction
- Listening, collaborating, and appreciating

21
Q

Coaching

A

People Management Techniques
- Supportive direction
- Praise, encouragement, prioritizing, and feedback

22
Q

Directing

A

People Management Techniques
- Limited flexibility for employee
- Planning, teaching, and monitoring

23
Q

Personal Appeal

A

Influence and Persuasion Techniques
- Involves eliciting emotion to prompt certain decision or action
- Strong language
- Specific imagery
- May not be effective for fact-driven people

24
Q

Forming coalitions

A

Influence and Persuasion Techniques
- Useful when shared goal is identified
- Individuals carry more weight as unified group

25
Q

Rational Persuasion

A

Influence and Persuasion Techniques
- Uses facts, figures, and logic
- May not be effective for emotionally-driven people

26
Q

Leading by Example

A

Influence and Persuasion Techniques
- Modelling attitudes, words, and behaviors
- Followers may emulate leader for variety of reasons (e.g. admiration or fear)

27
Q

Emotional Intelligence

A

Trust and Relationship Building Techniques
- Ability to be sensitive to feelings of others, manage own emotions and impulses, and use this knowledge to motivate others
- 4 fundamentals:
1. Self-awareness
2. Self-management
3. Social awareness
4. Social skills or relationship management
- Social skills include empathy, compassion, and ability to motivate
- Used in the moment for quick assessments

28
Q

Social Intelligence

A

Trust and Relationship Building Techniques
Understanding best way to behave in general and specific contexts

29
Q

DEI: Characteristics of a Dynamic Workforce

A
  • Multigenerational
  • Multicultural
  • Multilingual
  • Multitalented
  • Multigendered
30
Q

Multicultural workforce

A

DEI: Characteristics of a Dynamic Workforce
- Can aid in preventing “groupthink” and risk associated with blind team compliance or agreement
- Can lead to misunderstandings, disagreements, and hostility
- Need commitment to diversity, effective communication, training programs, and policies/procedures

31
Q

Multigendered workforce

A

DEI: Characteristics of a Dynamic Workforce
- Effect can vary based on organization’s cultures and beliefs
- Individual beliefs and values need to be considered before assuming benefits will follow

32
Q

DEI: Approaches to developing an inclusive workplace

A
  • Executive sponsorship
  • Leadership buy-in
  • Allyship
  • Unconscious-bias training (AKA implicit-bias training)
  • Employee resources
  • Groups (e.g. employee resource group or “ERG”)
  • Mentorship
  • Diversity metrics
  • Psychological safety
  • Using preferred pronouns
33
Q

DEI: Four-fifths rule

A

Diversity Metrics
If selection rate of protected group is less than 4/5 selection rate of nonprotected group for the same process (e.g. promotion), disparity could reflect adverse impact on protected group

34
Q

DEI: Workspace solutions

A
  • Lactation rooms
  • Prayer rooms
  • Braille and screen readers
  • Closed captioning
  • Wheelchair ramps
  • Gender-neutral restrooms
35
Q

DEI: Barriers to success involving conscious and unconscious bias

A
  • Gender-biased discrimination
  • Racism, including systemic racism
  • Stereotypes
  • Ageism
  • Ableism
  • Ingroup/outgroup bias (tendency to prefer those in the same “group”)
  • Affinity bias (prefer those with similar beliefs, values, backgrounds, and characteristics)
  • Gender identity bias
  • Sexual orientation bias
  • Social comparison bias (comparing yourself to others who you think are better than you)
  • Extroversion/introversion bias
  • Neurodiversity bias
  • Microaggressions
  • Personal barriers (e.g. imposter syndrome and identity covering)
  • Cultural taxation (feeling the responsibility to speak for or represent all others of your same dimension/group)
36
Q

DEI: Techniques to measure and increase equity

A
  • Diversity of employees at all organizational levels
  • Pay audits
  • Pay equity reports
  • Pay transparency
  • Employee surveys (4 key characteristics to consider: design, medium, frequency, follow-up)
37
Q

DEI: Benefits and programs that support DEI

A
  • Caregiver options
  • Workplace flexibility policies
  • Global festivities and events calendar

SHRM-SCP (3 decks)

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