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BUSA 552 > Chapter 11 > Flashcards

Chapter 11 Flashcards

1
Q

Leadership

A

The ability or authority to guide and direct others toward a goal. Most people agree that effective leadership is essential for any organization

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2
Q

Normative Myopia

A

When managers overlook or stifle the importance of core values in their business decisions

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3
Q

Normative Myopia can occur for 3 reasons

A

1) the belief that normative values do not apply to managerial decisions
2) the belief that facts and values can be separated in decision making
3) the belief that normative values are outside the realm of business

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4
Q

Ethical Blindness

A

The natural tendency to rationalize an unethical action or turn a blind eye to it

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5
Q

Normative Myopia leads to

A

Ethical Blindness

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6
Q

Seven Habits of Strong Ethical Leaders

A
  1.    Have strong personal character.
  2.    Have a passion to do right.
  3.    Are proactive.
  4.    Consider all stakeholders’ interests.
  5.    Are role models for the organization’s values.
  6.    Are transparent and actively involved in decision making.
  7.    Take a holistic view of the firm’s ethical culture.
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7
Q

There is a positive association between the ethical commitment of employees and …

A

A firm’s valuation on the stock market

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8
Q

Corporate social responsibility is negatively related to:

A

Ethical risks in the long term

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9
Q

How does a manager taking an integrity-based approach view ethics?

A

Views ethics as an opportunity to implement core values

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10
Q

What are three characteristics of an Unethical Leader?

A
  • A leader that is usually egocentric
  • Often does whatever it takes to achieve personal and organizational objectives.
  • This leader looks at laws as minimum guidelines and searches for loopholes
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11
Q

5 Characteristics of a Psychopathic Leader

A

1) Having superficial charm
2) Having no conscience
3) Having grandiose self-worth
4) Having little or no empathy
5) Enjoys flouting the rules

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12
Q

Companies with Psychopathic Leader usually experience increases in the following 7 problems:

A
  • Heightened level of conflict
  • Lower employee commitment
  • Higher organizational constraints
  • Heavier workloads
  • Poor levels of training
  • Lower job satisfaction
  • An increase in employee absenteeism
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13
Q

Three Characteristics of Apathetic leaders

A
  • Are not necessarily unethical, but they care little for ethics within the company
  • Often view ethics as relative and optional in a business context.
  • Often display no passion for the firm or the mission of the organization.
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14
Q

Above all, ethical leaders must

A

Model the ethical values they promote

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15
Q

When do Ethical Business Conflicts occur?

A

Occur when there are two or more positions on a decision that conflicts with organizational goals

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16
Q

One benefit of ethical conflict

A

It helps pinpoint ethical issues

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17
Q

What is involved when Leaders take an authentic, proactive approach to communication?

A

This not only involves listening to employee input but attempts to identify ethical issues before they lead to conflict

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18
Q

The 2 Dimensions of Conflict Management Styles

A

Assertiveness and Cooperativeness

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19
Q

Assertiveness

A

Acting in one’s own best interests

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20
Q

Cooperativeness

A

Working toward the best interests of the other person

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21
Q

The 5 Styles of Conflict Management

A

1) competing
2) avoiding
3) accommodating
4) collaborating
5) compromising

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22
Q

Competing conflict style of management

A

Competing leaders believe in winning at any cost and measure success by how much the other side loses

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23
Q

Avoiding style of conflict management

A

Leaders with this approach are not effective because they avoid conflict at any costs—even if it leads to misconduct

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24
Q

Accommodating style of conflict management

A

Individuals with this approach to conflict give in to the other side even if it means sacrificing their own interests and values.

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25
Q

Compromising style of conflict management

A

Believe the best approach to resolving conflicts is for each side to give something up in order to gain something of value

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26
Q

Difference between Compromising Style and Accommodating Style

A

Compromising leaders are still able to receive part of what they want

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27
Q

Difference between Compromising Style and Competiting Style

A

Compromising leaders allow the other side a partial victory that prevents them from assuming a competing style

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28
Q

Collaborating style of conflict management

A

Most advantageous.

Collaborate with others to find a creative way to obtain a beneficial solution

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29
Q

At the heart of Ethical Leadership, leaders must have what kind of understanding?

A

Understanding how other stakeholders manage conflicts can help ethical leaders determine whether their own style should be adapted

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30
Q

Employee empowerment is an essential component of:

A

A values-based organizational culture

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31
Q

A values-based organizational culture encourages what 3 things?

A

1) Employees to express concerns
2) Bring up ethical issues
3) Take a proactive approach toward resolving conflicts

32
Q

Employee empowerment is important in creating what?

A

Employee-centered ethical leadership

33
Q

What are two major dimensions of ethical communication?

A

Transparency and reporting

34
Q

Ethical leaders create transparency by?

A

By developing a culture where ethics is frequently discussed.

35
Q

What kind of process is the reporting dimension of ethical communication?

A

Is a two-way process in which the communicator communicates with superiors and subordinates

36
Q

Formal reporting

A

Happens in environments such as meetings and conferences.

Formal processes of reporting also include anonymous reporting systems

37
Q

Informal reporting

A

Occurs when leaders interact among employees, keeping them informed about company decisions, policies, and ethical expectations

38
Q

4 Categories of Communication

A

1) Interpersonal
2) Small Group
3) Listening
4) Non-Verbal

39
Q

Interpersonal Communication

A

The most well-known form of communication and occurs when two or more people interact with one another

40
Q

Small Group Communication Advantages

A
  • increase collaboration

- generate a variety of different perspectives and opinions on a particular issue

41
Q

Small Group Communication Disadvantages

A
  • Groupthink

- Group Polarization

42
Q

Groupthink

A

Occurs when one or more group members feel pressured to conform to the group’s decision even if they personally disagree

43
Q

Group Polarization

A

Refers to the fact that a group is more likely to move toward a more extreme position than the group members might have done individually

As a result, groups have been known to make riskier decisions than an average individual member from the group would have made.

44
Q

7 Ways to Avoid Groupthink

A
  1.    Understand it and how it can occur.
  2.    Allow open and honest discussions
  3.    Criticism should be welcomed
  4.    Create group tension by assigning a “devil’s advocate”
  5.    On important matters, bring in the appropriate subject matter experts
  6.    Document the situation, options, recommendations, etc
  7.    Have another team review your output.
45
Q

Nonverbal communication

A

Expressed through actions, body language, expressions, or other forms of communication not written or oral

46
Q

Nonverbal communication provides major clues of what?

A

Major clues about an individual’s emotional state

47
Q

Examples of Nonverbal Communication

A
  • gestures
  • facial expressions
  • proximity
  • time
  • dress
  • paralanguage
48
Q

Paralanguage

A

The way we talk, such as volume, inflection, tone, and rhythm

49
Q

Listening

A

Involves paying attention to both verbal and nonverbal behavior

50
Q

When does Leader–Follower Congruence occur?

A

Occurs when leaders and followers share the same vision, ethical expectations, and objectives for the company

51
Q

What does the Leader-Exchange Theory claim?

A

Claims that leaders form unique relationships with followers through social interactions

52
Q

A leader who is socially isolated from employees will have what kind of relationship with employees?

A

A tenuous relationship because employees are left to make their own decisions

53
Q

Micromanaged employees often have what three things?

A

1) Lower morale
2) Lower Productivity
3) Greater willingness to leave the company

54
Q

What are two reasons for frequent communication with workers?

A

1) To create more beneficial relationships with employees

2) To reduce perceived power differences between these groups

55
Q

Ethical leaders with good political skills are able to do what three things?

A
  • Navigate difficult situations
  • Reduce uncertainty
  • Advocate for positive change
56
Q

What are 4 ways that employee feedback can be generated?

A
  • Interviews
  • Anonymous surveys
  • Ethics audits
  • Websites
57
Q

Three elemental ingredients for leadership include:

A
  • Character
  • Stewardship
  • Experience
58
Q

Stewardship

A
  • Involves managing the responsibilities and duties of being a leader
  • A leader must assume his or her responsibilities to lead effectively.
59
Q

Leaders with Emotional Intelligence possess what ability?

A

The most effective ethical leaders possess the ability to manage themselves and their relationships with others effectively

60
Q

Emotionally intelligent leaders are skilled in what three areas?

A
  • Self-awareness
  • Self-control
  • Relationship building
61
Q

Coercive leader

A

Demands instantaneous obedience and focuses on achievement, initiative, and self-control.

Although this style can be very effective during times of crisis or during a turnaround, it otherwise creates a negative climate for organizational performance

62
Q

Authoritative leader

A

Inspires employees to follow a vision, facilitates change, and creates a strongly positive performance climate

Considered to be one of the most effective styles

63
Q

Affiliative leader

A

A leader who:

  • values people, their emotions, and their needs
  • relies on friendship and trust to promote flexibility, innovation, and risk taking
64
Q

Democratic leader

A

Relies on participation and teamwork to reach collaborative decisions.

This style focuses on communication and creates a positive climate for achieving results

65
Q

Pacesetting leader

A

Can create a negative climate because of the high standards that he or she sets.

This style works best for attaining quick results from highly motivated individuals who value achievement and take the initiative

66
Q

Coaching leader

A

Builds a positive climate by developing skills to foster long-term success, delegating responsibility, and skillfully issuing challenging assignments

67
Q

Resonant leaders demonstrate what three things?

A

Demonstrate:

  • mindfulness of themselves and their own emotions
  • a belief that goals can be met
  • a caring attitude toward others within the organization
68
Q

“Latte” Method

A 
L - Listen
A - Acknowledge
T - Take action to solve the problem
T - Thanking them
E - Explaining why the problem occurred
69
Q

Transactional Leaders

A

Attempt to create employee satisfaction through negotiating, or “bartering,” for desired behaviors or levels of performance

70
Q

Transformational Leaders are leaders who strive to do what two things?

A

Strives:

  • to raise employees’ level of commitment
  • to foster trust and motivation
71
Q

Transformational ethical leadership is best suited for what kind of organizations?

A

Organizations that have higher levels of ethical commitment among employees and strong stakeholder support for an ethical culture

72
Q

Transactional leadership is best suited for?

A

Transactional leadership is best suited for

73
Q

Three Characteristics of Authentic Leaders

A

1) Are passionate about the company
2) Live out corporate values daily in their behavior in the workplace
3) Form long-term relationships with employees and other stakeholders

74
Q

The RADAR Model

A 
Recognize
Avoid
Discover
Answer
Recover
75
Q

Recovery involves a four-step process:

A

1) take corrective action
2) compensate stakeholders harmed by the misconduct
3) express regret for the misconduct
4) reinforce the firm’s reputation with positive messages

BUSA 552 (10 decks)

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