Competencies 1 - Leadership/Navigation, Ethics, DE&I Flashcards
Leadership approaches - Coercive
Leader imposes a decision and requires the team to follow instructions
*Best use is during a crisis, when quick action is needed
Leadership approaches - Authoritative
Leader proposes a bold vision and invites the team to join the challenge
*Team members are encouraged to contribute their own ideas, within the pre-set framework
Leadership approaches - Affiliative
Leader creates strong relationships with team members, and welcomes feedback
*Great if inheriting disfunctional team, but must be combined with other approaches
Leadership approaches - Democratic
Leader invites collaboration, and commits to go with the group consensus
*Works when team members are competent and you have time for consensus-building
Leadership approaches - Pacesetting
Leader sets an example of high standards and challenges team members to meet these expectations
*Works best with highly competent and internally-motivated team members
Leadership approaches - Coaching
Leader focuses on developing team members’ skills
*Works when leader has time for coaching and team members are receptive to it
Coaching vs. Mentoring
Coaching focuses on skill development, usually especially for purposes of advancement
Mentoring is more focused on navigating the organization, and can include goals other than career advancement (sometimes includes improvements to confidence, relationship-building skills, etc.)
Leadership theories - Trait Theory
Probably-untrue theory that “leaders are born” and have certain traits that others can’t learn
Leadership theories - Blake-Mouton Theory
Leaders manage tasks and employees
5 types of managers - country club managers (high relationship), impoverished managers (delegate and disappear), authoritarian managers (high task), middle-of-road managers (mid-point on both task and relationship), and team leaders (high on both task and relationship)
Leadership theories - Hersey-Blanchard Situational Leadership
Leaders adapt their behavior to meet evolving needs of team members - telling beginners, selling, participating, and finally delegating to highly competent team members
Leadership theories - Fiedler’s Contingency Theory
Leaders change the situation to make it more favorable, by building relationships, changing aspects of the task, and/or changing their own way of exercising power
Leadership theories - Path-Goal Theory
Leader coaches and develops team members’ competencies, adjusting their own behaviors to meet employees’ needs - directive, supportive, achievement, participative
Leadership theories - Emergent Theory
Leaders emerge from the group, which chooses the leader based on interactions
Leadership theories - Transactional Leadership
Emphasizes order and structure, with employees expected to follow orders; commonly found in military and large organizations
Leadership theories - Transformational Leadership
Emphasizes a leader’s ability to inspire employees to embrace change - communication, collaboration, and innovation are encouraged
Leadership theories - Leader-Member Exchange Theory
Focuses on two-way relationship between leader and certain employees; leader mentors an employee or small group
*Can add growth/productivity, but can also create an in-group and out-group
Leadership theories - Servant Leadership
Leader’s goal is to serve the needs of their employees
*Can increase innovation, collaboration, and performance, but can take time to achieve results
Formal vs. informal organizational features
Formal - chains of command, decision-making process, funding/budget process, strategy, mission, stated values
Informal - characteristics seen in the organization’s culture and social dynamics, such as communication preferences, social networks, beliefs and unstated values
Types of power - Legitimate
Power that comes from a title or position in the hierarchy
Types of power - Reward
Power created when a leader can offer followers something they value (such as promotion or compensation)
Types of power - Expert
Power that comes from people recognizing a leader’s intelligence, insight, or experience
Types of power - Referent
Power created from the force of the leader’s personality; leader can attract admiration, affection, or loyalty
Types of power - Coercive
Power that comes from a leader’s ability to punish those who don’t follow
Ways of persuading others
Can include reasoning (usually the most useful tactic), appealing to mutually held visions or values, trading expertise or resources
Motivation theories - Theory X/Theory Y
Motivation is seen as completely irrelevant (Theory X) or critical (Theory Y)
Leaders either strictly control employees or empower them to participate, based on the leader’s belief
Motivation theories - Needs Theory
People are motivated to satisfy certain needs; theories include:
Maslow - must meet 5 categories in order - Physiological (basic survival needs), Safety/Security, Belonging, Esteem, Self-Actualization
Herzberg - behavior driven by intrinsic and extrinsic (“workplace hygiene”) factors; can remove barriers by satisfying hygiene factors, but that’s not enough to motivate
McClelland - everyone has 3 basic desires (achievement, affiliation, power), but the primary motivator differs between individuals
Self-determination - includes McClelland’s needs, and adds autonomy and purpose
Motivation theories - Expectancy Theory (Vroom)
Effort depends on belief that the behavior will lead to a positive outcome
Level of effort depends on expectancy (can I succeed?), instrumentality (will success result in a reward?), and valence (do I care about the reward?)
Motivation theories - Attribution Theory (Heider, Weiner)
Motivation depends on how individuals interpret causes of past success or failure
People can attribute results to internal or external factors
Leaders can create empowered employees by helping them develop track record of success
Motivation theories - Goal Setting Theory
Aims to increase motivation by providing goals (preferably with employee input) that are challenging but also realistic
Code of Conduct
Tool that employees can use to make ethical decisions
Includes both values, and policies/rules
Should NOT be seen as a static rulebook
Diversity - definition
Similarities and differences between individuals; includes all aspects of personality and individual identity
Three types of diversity
Legacy - traits such as culture, race, gender, age
Experiential - based on lived experiences, such as where someone grew up or went to school, hobbies or interests
Thought - different perspectives, resulting from education and socio-economic background
Inclusion (definition)
Extent to which people feel welcomed and valued
Equity (definition)
Fairness (such as in pay), or providing what people need to take fair advantage of opportunities
(In finance, “equity” means “ownership”)
Equality vs equity
Equality gives each person the same thing; equity gives each person what they need in order to take fair advantage of opportunities
Achieving DE&I goals - 6 basic steps
- Educate your leaders
- Form an inclusion council
- Celebrate employee differences
- Listen to employees
- Hold more-effective meetings
- Communicate goals and measure progress
Employee Resource Group (definition)
Voluntary group for employees who share a particular diversity dimension (such as race, religion, etc.)
Also known as “affinity group” or “network group”
Covering
(concern related to DE&I)
When diverse employees take steps to “blend in” with the majority group
Can include changing appearance, avoiding behaviors or association with their own identity group
Cultural taxation
(concern related to DE&I)
Extra workload on employees who belong to underrepresented groups, due to their participation being requested for DE&I efforts
DE&I Metrics - process vs results measures
Process measures - how we did, what went well (or didn’t) and why
Ex: # people participating in a mentoring program, and their feedback about the experience
Results measures - what difference did we make in the organization?
Ex: Was there a decrease in staff turnover?
DE&I Metrics - examples
Gender diversity
Race diversity
SHRM Empathy Index
Retention rates for diverse groups
Diversity of external stakeholders
Pay measures
Pay measures - audits, equity reports, and transparency
Pay audit - analyzes pay info across organization to spot any disparities
Pay equity report - discloses results of a pay audit
Transparency - usually includes publishing pay scales, so employees can confirm that their pay is equitable
