Chapter 11

Question 1

Define Leadership

Answer 1

the ability or authority to guide and direct others toward a goal. Have the power to motivate others, and enforce organization’s norms and policies.

Question 2

How might one develop ethical leadership skills?

Answer 2

Years of training, experience, and learning.

Ethical Leaders must:

• model organizational values
• place whats best for organization over their own interests
• Train and develop employees throughout their careers
• Establish reporting mechanisms
• Understand values and perceptions of Employee
• Recognize limits of organization rules and values

Question 3

Many CEOs articulate the firm’s core values but fail to exhibit ethical leadership. Why might this be?

Answer 3

Failure to demonstrate effective leadership qualities at the top creates the perception that managers either do not care about the company’s ethics program or they feel they are above ethics and compliance requirements

Question 4

True or false - Ethical leadership creates an ethical culture.

Answer 4

True

Question 5

Define one of the Seven Habits of Strong Ethical Leaders

Answer 5

1. Have a strong person character
2. Have a passion to do right
3. Be proactive
4. Consider all stakeholder interests
5. Be role models for organization’s values
6. Be transparent and actively involved in decision
7. Have a holistic view of ethical culture of firm

Question 6

Ethical leadership directly impacts a company’s corporate culture. Describe a benefit on ethical leadership.

Answer 6

• communicates to employees the values, ensuring that employees are familiar with company’s purpose and beliefs
• Provides cultural motivations for ethical behavior, such as reward systems for ethical conduct
• can lead to higher employee satisfaction and commitment
• creates strong relationships with external stakeholders
• Positive association between ethical commitment of employee’s and firm’s valuation in terms of stocks

Question 7

True or False: Ethical Leadership is very possible without strong personal character

Answer 7

False: “Ethical leadership is highly unlikely without strong personal character”. Strong ethical leaders are those passionate about the organization and act in the organization’s best interests

Question 8

Identify when ethical conflicts occur

Answer 8

When there are two or more positions on an ethical decision.

Question 9

Every stage of the decision-making process at the operational level requires ethics in order for one to be dubbed an “ethical leader”. True or False?

Answer 9

True

Question 10

(Apathetic/Unethical) leaders are usually ego-centric and often do whatever it takes to achieve the organization’s objectives and their own

Answer 10

Unethical. Apathetic leaders aren’t necessary ethical, but they care little for ethics within the company because they don’t listen to employees or communicate well.

Question 11

Name one of the five styles of conflict management

Answer 11

– Competing

• avoiding
• Accommodation
• Collaborating
• Compromising

See slide 14 for graph

Question 12

When it comes to managing ethical conflict, employees themselves should be trained to handle conflict situations. True or false?

Answer 12

True

Question 13

“Competing” conlfict management style can be classified as

Answer 13

Highly assertive, not very cooperative. they believe in winning t all cost. Success is usually measured by how much the other side loses.

Question 14

Classify qualities of an Avoiding” conflcit management style

Answer 14

According to the book, not effective because conflict is avoided at all costs, even if it leadsto misconduct or are uncooperative. Kind of like Michael Scott

Question 15

What is an example of communication for becoming a better leader?

Answer 15

See slide 18

Question 16

Employee Empowerment is an essential component of a values-based organizational culture - True or false?

Answer 16

True. It Encourages employees to express concrns, bring up ethical issues, and take a proactive approach towarrds conflict resolution.

Question 17

A “Collaborative” management style is considered the least advantageous. True or False?

Answer 17

False - usually the most advantageous. Leaders are cooperative and assertive. Leaders collaborate with others to find a creative way to obtain a beneficial solution.

Question 18

Transparency and reporting are two major dimensions of ethical communication. Differentiate the two.

Answer 18

Transparency is created by deveoping a culture where ethics is frequently discussed.

Reporting is a two-way process in which the communicator communicates with superiors and subordinates. It can be formal or informal.

Question 19

One whose management style is “compromising” is classified as

Answer 19

In between the assertiveness and cooperativeness dimensions, believe best approach to resolving conflicts is for each side to give something up in order to gain something of value

Question 20

An “accommodating” conflict management style is usually not very cooperative. True or false?

Answer 20

False. Accommodating conflict management styles are actually highly cooperative, non-assertive, and give in to the other side even if it means sacrifice of own interests and values. Different from “Compromising”, which tends to focus on the fact that both sides give up something.

Question 21

True or False - Listening involves paying attention to (verbal/nonverbal/both) behavior

Answer 21

both Verbal and Nonverbal behavior. Good listening skills establishes trustworthiness and credibility with employees Thus, without listening communication becomes ineffective.

Question 22

Define Interpersonal communication

Answer 22

Most well-known for of communication. Occurs when two or more people interact with one another. Often difficult to communicate to a superiror

Question 23

Explain small-group communication, which is growing in organizations

Answer 23

• Can increase collaboration and generate a variety of different perspectives and opinions on a particular issue. Includes groupthink - when one or more feels pressured to conform to group’s decision even if they disagree. This is different from group polarization - fact that a group is more likely to move towards an extreme position than what they would have done originally.

Question 24

List one of the four categories of communication

Answer 24

interspersonal communication

Small group communication

Nonverbal communication

Listening

Question 25

Ways to avoid Groupthink in small-group decision making

Answer 25

1. Emphasize that every individual is a “critical evaluator” with responsibility to express their opinions and objections freely.
2. Eliminate leadership biases by refusing to express an opinion when assigning tasks
3. set up a number of independent groups to work on the same issue
4. Encourage each team member to express the ideas of the group with a trusted third-party
5. Express the need to examine all the alternatives
6. Invite third-party experts into group meetings, and allow members to interact with these experts
7. Assign a Michael (Devil’s Advocate)

Question 26

Leader-Follower Congruence is defined as occuring when

Answer 26

Leaders and followers share the same vision, ethical expectations, and company obejectives. This is based on the leader-exchange theory that claims that leaders form unique relationships through their social interactions. Important for ethical leaders to frequently communicate and interact with employee

Question 27

True or False - Nonverbal cues are deemed less reliable than what may be stated verbally.

Answer 27

False - Deemed more reliable

Question 28

Manipulation, gossip, playing favorite, and taking credit when not due is considered Organizational Politics. Define this

Answer 28

Often perceived as trying to achieve one’s own ends even if it means harming others within the organization.

Question 29

Why is there a difference between having a high degree of office politics and having good political skills?

Answer 29

Political skills can be used to promote organizational goals and help rather than hinder other employees

Question 30

Explain Nonverbal communication

Answer 30

Communication expressed through forms of communication not written or oral.

Question 31

How might an employer attain employee feedback?

Answer 31

• Conversation and other simple, informal methods
• Interviews
• Anonymous surveys
• websites
• ethical audits
• employee performance evaluations

Question 32

See slide 29 - Requires Book Clarification

Answer 32

Slide 29

Question 33

Define “authentic” leaders

Answer 33

Passionate about company, live out corporate values daily in their workplace, and form long-term relationships with employees and other stakeholders (what Michael Scott thinks he is)

Question 34

Explain a Transactional leader

Answer 34

Use negotiating or “bartering” for creating employee satisfaction or for desired behaviors/levels of performance

Question 35

The RADAR Model is used as guidance for an action plan when ethical issues or misconduct arises. What does the acronym stand for?

Answer 35

• Recognize ethical issues
• Avoid misconduct whenever possible
• Detect ethical risk areas
• Answer stakeholder concerns when an ethical issue comes to light
• Recover from a misconduct by improving upon weaknesses in the ethics program

See slide 32

Question 36

See slide 34 for questions to ask for discovery and assessment processes

Answer 36

See slide 33

Question 37

See slide 33 for more questions to ask for discovery and assessment processes

Answer 37

See slide 33

Question 38

Transformational Leaders do what?

Answer 38

strive to raise employee’s level of commitment, and foster trust and motivation