Competencies 1 - Leadership/Navigation, Ethics, DE&I Flashcards

1
Q

Leadership approaches - Coercive

A

Leader imposes a decision and requires the team to follow instructions
*Best use is during a crisis, when quick action is needed

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2
Q

Leadership approaches - Authoritative

A

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

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3
Q

Leadership approaches - Affiliative

A

Leader creates strong relationships with team members, and welcomes feedback
*Great if inheriting disfunctional team, but must be combined with other approaches

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4
Q

Leadership approaches - Democratic

A

Leader invites collaboration, and commits to go with the group consensus
*Works when team members are competent and you have time for consensus-building

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5
Q

Leadership approaches - Pacesetting

A

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

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6
Q

Leadership approaches - Coaching

A

Leader focuses on developing team members’ skills
*Works when leader has time for coaching and team members are receptive to it

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7
Q

Coaching vs. Mentoring

A

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.)

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8
Q

Leadership theories - Trait Theory

A

Probably-untrue theory that “leaders are born” and have certain traits that others can’t learn

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9
Q

Leadership theories - Blake-Mouton Theory

A

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)

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10
Q

Leadership theories - Hersey-Blanchard Situational Leadership

A

Leaders adapt their behavior to meet evolving needs of team members - telling beginners, selling, participating, and finally delegating to highly competent team members

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11
Q

Leadership theories - Fiedler’s Contingency Theory

A

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

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12
Q

Leadership theories - Path-Goal Theory

A

Leader coaches and develops team members’ competencies, adjusting their own behaviors to meet employees’ needs - directive, supportive, achievement, participative

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13
Q

Leadership theories - Emergent Theory

A

Leaders emerge from the group, which chooses the leader based on interactions

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14
Q

Leadership theories - Transactional Leadership

A

Emphasizes order and structure, with employees expected to follow orders; commonly found in military and large organizations

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15
Q

Leadership theories - Transformational Leadership

A

Emphasizes a leader’s ability to inspire employees to embrace change - communication, collaboration, and innovation are encouraged

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16
Q

Leadership theories - Leader-Member Exchange Theory

A

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

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17
Q

Leadership theories - Servant Leadership

A

Leader’s goal is to serve the needs of their employees
*Can increase innovation, collaboration, and performance, but can take time to achieve results

18
Q

Formal vs. informal organizational features

A

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

19
Q

Types of power - Legitimate

A

Power that comes from a title or position in the hierarchy

20
Q

Types of power - Reward

A

Power created when a leader can offer followers something they value (such as promotion or compensation)

21
Q

Types of power - Expert

A

Power that comes from people recognizing a leader’s intelligence, insight, or experience

22
Q

Types of power - Referent

A

Power created from the force of the leader’s personality; leader can attract admiration, affection, or loyalty

23
Q

Types of power - Coercive

A

Power that comes from a leader’s ability to punish those who don’t follow

24
Q

Ways of persuading others

A

Can include reasoning (usually the most useful tactic), appealing to mutually held visions or values, trading expertise or resources

25
Q

Motivation theories - Theory X/Theory Y

A

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

26
Q

Motivation theories - Needs Theory

A

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

27
Q

Motivation theories - Expectancy Theory (Vroom)

A

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?)

28
Q

Motivation theories - Attribution Theory (Heider, Weiner)

A

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

29
Q

Motivation theories - Goal Setting Theory

A

Aims to increase motivation by providing goals (preferably with employee input) that are challenging but also realistic

30
Q

Code of Conduct

A

Tool that employees can use to make ethical decisions

Includes both values, and policies/rules

Should NOT be seen as a static rulebook

31
Q

Diversity - definition

A

Similarities and differences between individuals; includes all aspects of personality and individual identity

32
Q

Three types of diversity

A

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

33
Q

Inclusion (definition)

A

Extent to which people feel welcomed and valued

34
Q

Equity (definition)

A

Fairness (such as in pay), or providing what people need to take fair advantage of opportunities

(In finance, “equity” means “ownership”)

35
Q

Equality vs equity

A

Equality gives each person the same thing; equity gives each person what they need in order to take fair advantage of opportunities

36
Q

Achieving DE&I goals - 6 basic steps

A
  1. Educate your leaders
  2. Form an inclusion council
  3. Celebrate employee differences
  4. Listen to employees
  5. Hold more-effective meetings
  6. Communicate goals and measure progress
37
Q

Employee Resource Group (definition)

A

Voluntary group for employees who share a particular diversity dimension (such as race, religion, etc.)

Also known as “affinity group” or “network group”

38
Q

Covering
(concern related to DE&I)

A

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

39
Q

Cultural taxation
(concern related to DE&I)

A

Extra workload on employees who belong to underrepresented groups, due to their participation being requested for DE&I efforts

40
Q

DE&I Metrics - process vs results measures

A

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?

41
Q

DE&I Metrics - examples

A

Gender diversity
Race diversity
SHRM Empathy Index
Retention rates for diverse groups
Diversity of external stakeholders
Pay measures

42
Q

Pay measures - audits, equity reports, and transparency

A

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