Ethics & Leadership

Question 1

Blanchard & Hershey’s Situational Leadership

Answer 1

• Delegating
  
  • low directive and low supportive
  • willingness and ability to take on a task
• Supporting
  
  • low directive and high supportive
  • emotionally supportive
• Coaching
  
  • high directive and high supportive
  • takes on a bigger role
• Directing
  
  • high directive and low supportive
  • no idea what they are doing
• Variables
  
  • directing the task
  • how much support is needed
• Advantages
  
  • straightforward
• Disadvantages
  
  • strict readiness level
  • leader could be misunderstood
• Contingency/Chameleon Theory
  
  • leader has to change behaviors in certain situations and groups

Question 2

Herzberg Two Factor Theory

Answer 2

• Lowest Level
  
  • staff is dissatisfied and unmotivated
• Middle Level
  
  • staff is not dissatisfied but unmotivated
• Highest Level
  
  • satisfied and motivated
• Origin
  
  • interviews
• White-Collar Study
• Hygiene Factors
  
  • satisfaction, low motivation
  • administration, policies, supervision
• Motivational Factors
  
  • low satisfaction, high motivation
  • advancement, good work, recognition
• KITA (kick in the ass)
  
  • providing incentives or threats to make someone do something

Question 3

Servant Leadership Theory

Answer 3

• Management works for employees
• Opposite of traditional
• Fastest growing
• Elements
  
  • empathy, listening, awareness, community, healing, commitment
• Three C’s
  
  • compassion
  • character
  • competence
• Principles
  
  • honor others
  • inspire vision
  • ethics
  • empower others

Question 4

Transformational & Transactional Leadership

Answer 4

• Transformational
  
  • years in the future
  • individualized
  • inspirational motivation
  • increased financial performance
• Transactional
  
  • day to day
  • exchanging rewards/punishments to accomplish goals
  • chain of command
• Similarities
  
  • communication
  • leadership influence
  • organizational goals
• Differences
  
  • hierarchy
  • visions vs goals
  • ethics vs reward and punishment
  • free thinking vs structure

Question 5

Maslow’s Hierarchy of Needs

Answer 5

• Believed that humans all have needs that should be satisfied
• Physiological
  
  • air, food, water
• Safety
  
  • employment, security, prosperity
• Love and Belonging
  
  • friendship, intimacy, family
• Esteem
  
  • respect, recognition, freedom
• Self-actualization
  
  • desire to be the best you can be
• Criticisms
  
  • human behavior is not universal
• 18-year-old boy wish list
• INVALID

Question 6

House’s Path-Goal Theory

Answer 6

• Personal behaviors influence characteristics
• Leaders develop behaviors based on environment
• Contingency theory
• Principles
  
  • clarifying goals
  • removing obstacles
  • providing support
  • tailoring leadership style
• Goal based
• Leadership Styles
  
  • Directive
    
    • provides instruction and guidance
  • Supportive
    
    • open work environment
    • provide support
  • Participative
    
    • involves team members
  • Achievement Oriented
    
    • setting difficult goals
    • high expectations
• Strengths
  
  • explanatory
• Weaknesses
  
  • complex
  • limited support

Question 7

Adams Equity Theory

Answer 7

• Motivational theory that focuses on the perceived fairness
• Put a lot of work in, expect a good outcome
• Engaged
  
  • inputs equal their outputs
• Disengaged
  
  • mildly treated unfair
• Actively Disengaged
  
  • totally treated unfair
• Satisfied Employees
  
  • equity influences satisfaction
• Dissatisfied Employees
  
  • inequity causes dissatisfaction

Question 8

Hackman & Oldham’s Skill Theory

Answer 8

• Makes a job rewarding
• Manager does not have to exist
• Job Characteristics
  
  • skill variety
  • task identity
  • task significance
  • autonomy
  • feedback
• Outcomes
  
  • high motivation
  • high quality of work
  • high work satisfaction

Question 9

Job Crafting & Idiosyncratic Deals

Answer 9

• Job Crafting
  
  • actions employees take to shape, mold, and redefine their job
• Task Boundaries
  
  • employees choose whether to do fewer, more, or different tasks
• Relational Boundaries
  
  • creating, maintaining, modifying relationships at work
• Cognitive Boundaries
  
  • employees reframe their mindset regarding the perception of the meaning of tasks
• Motivations for Job Crafting
  
  • assert control
  • make connections
  • self-image
• Idiosyncratic
  
  • task i-deals
    
    • create or alter the content
  • flexible i-deals
    
    • providing employees flexibility
  • characteristics
    
    • mutual benefits
  • motives
    
    • desire for greater job fit
• Take disengaged and actively disengaged and turn them into engaged

Question 10

Substitute for Leadership Theory

Answer 10

• Leaders are not needed all the time
• Factors
  
  • professionalism
  • routine tasks
  • team cohesion
  • neutralizers

Question 11

Goal Setting Theory

Answer 11

• Principles
  
  • clarity
  • challenge
  • commitment
  • feedback
  • task complexity
• How to Use
  
  • follow the principles
  • define what the task is
  • set SMART goals
  • provide feedback
  • implement changes

Question 12

McGregor’s Theory X and Theory Y

Answer 12

• Blue-Collar Study
• Hard Managers
  
  • X
  • holds accountability
  • strict
  • always present
• Soft Managers
  
  • Y
  • more freedom
  • willing to help
  • not always present
• Theory X
  
  • assumes employees aren’t motivated
  • use on new and young employees
• Theory Y
  
  • assumes employees are motivated
  • use on experts and seniors
• Advantages
  
  • X
    
    • supervised directly
    • offers advice and criticism
    • oversee actions
  • Y
    
    • trusting relationship
    • freedom
    • less stress
    • sharing ideas

Question 13

McClelland’s Achievement Motivation Theory

Answer 13

• Used Maslow’s Hierarchy of Needs
• Achievement
  
  • urge to excel
  • high performance
  • mediocre risks
  • no group projects
• Affiliation
  
  • cooperative
  • peaceful relationships
  • hates work
• Power
  
  • socialized/organizational
    
    • worried about others
  • personalized
    
    • worried about self
  • leadership roles
• One will be dominant in each person

Question 14

LMX Theory

Answer 14

• Affect everyone
• Leader/Member Exchange
• Role-Taking
  
  • team member first joins group
• Role-Making
  
  • new team members begin to work on projects
  • in-group: members who are loyal and trusted
  • out-group: members who aren’t trusted and unmotivated
• Routinization
  
  • routines between members and managers
  • once in a “group”, that affects how managers relate to members
• Positive Affectivity
  
  • no complaining
• Negative Affectivity
  
  • complains a lot
• How to Use LMX
  
  • identify out-group
  • re-establish the relationship with out-group
  • provide opportunities
• Dyadic Theory
  
  • group of two

Question 15

Vroom’s Expectancy Theory

Answer 15

• Expectancy
  
  • “can I do the task”
  • measures a person’s confidence
• Instrumentality
  
  • “what’s in it for me”
  • measures the extent to which an individual believes that the manager will deliver the reward that was promised
• Valence
  
  • part one: “do I care”
  • part two: “do I like the reward”
  • measures the value a person attaches to a reward
  • extrinsic: money, promotion, given something
  • intrinsic: within yourself, self-worth
• As a manager, make sure all questions can be answered
• Motivation = E x I x V