Exam #2/ Chp 14 Behavior in Groups Flashcards
legitimizing myths
explanations used to justify why people in power deserve to be in power
the Good to Great study
The research group scanned the Fortune 1000 to identify companies that had 15 years of below-average performance followed by 15 years of above-average performance. They found 11 companies that had undergone this sort of sustained improvement, and then the research team tried to identify what these improving companies had in common. To the surprise of the researchers, the biggest common factor was leadership: All the companies had been transformed by a new CEO who took over the organization and improved its performance.
-modest, humble, fierce resolve
traits of a good leader
- decisive; they make a decision and stick with it.
- They are competent at the group’s tasks.
- integrity; they are honest and have good moral character (or at least they are perceived that way).
- they have vision; some concept of what the group can become or achieve
How is being prone to guilt (and not shame) helpful at becoming a better leader?
a study of performance in business organizations found that workers with higher guilt-proneness were rated as more effective leaders, as well as being more responsible for others, by their co-workers, super- visors, and subordinates. The guilt finding stands out in particular because much other research has found that people prefer leaders with plenty of positive emotions. But guilt’s special link to responsible concern for others may be particularly helpful for leaders.
two components of a good leader
task orientation and relationship orientation; Many leaders are good at one or the other of these two components of leadership, but a high-quality leader must be good at both.
Task orientation
- Task orientation means getting the job done well, and it is no accident that the best workers are often promoted into leader roles.
- Task-oriented leaders focus on planning, motivating, coordinating inputs from group members, setting goals, and providing feedback.
relationship orientation
refers to maintaining good relationships among the group. Boosting morale, resolving conflicts, taking care of group members, and promoting group spirit are important parts of this component.
narcissism and leadership
Narcissists may be more likely than others to become group leaders, for better or worse. In lab studies, groups of four strangers were assembled with no leader and assigned to discuss a problem and make a recommendation. The researchers tracked who emerged as a leader in each group. In every study, people scoring high on the trait of narcissism were most likely to emerge as leaders.
Assertiveness
the tendency to speak up for, defend, and promote one’s values and goals
assertiveness and leadership
- Leaders who were low in assertiveness were seen as unable to motivate people and unable to get things done, so they were ineffective.
- At the other extreme, highly assertive leaders were viewed negatively in interpersonal terms (even if effective in some ways): unfriendly, bossy, manipulative, and generally not likable.
- Assertiveness may be helpful for the task dimension but harmful for the interpersonal dimension.
what makes a bad leader?
- One was simply that the person was promoted above his or her abilities and never managed to adjust to the demands and responsibilities of the new job.
- A second pattern was failure to build a team, by making poor hiring choices.
- poor interpersonal skills that created conflicts between the leader and subordinates. (some leaders may be arrogant and thus offend their group by demanding outward shows of respect and deference. (“Because I said so, that’s why!”) Others are simply insensitive—they don’t know or don’t care about the people who work for them.)
- interpersonal actions that undermined the group’s ability to work together ( betraying someone’s trust, failing to keep promises, taking advantage of subordinates, or frequently changing his or her mind)
example of bad leaders
Robert Mugabe of Zimbabwe, Napoleon, Hilter
Three characteristics seem typical of dangerous leaders.
- First was the indifference toward the suffering of people, along with devaluation of other people in general. This allows the leader to manipulate, exploit, and even kill without regret.
- Second, the dangerous leader is intolerant of criticism, and he or she will often take steps to suppress dissent.
- Third, a dangerous leader has a grandiose sense of national entitlement.
what is power?
one person’s control over another person;, including what happens to that person
power vs love
- both linked to belongingness
- The difference is that love entails a more or less equal and mutual union, whereas power effects a one-sided union in which the will of the powerful person is imposed on the subordinate.
- may be that people want more power because they feel alone
How do powerful people perceive their underlings?
- Having power makes you look down on others and underestimate their worth.
- the powerful managers took credit for what was accomplished without forming a favorable view of the employees.
- In contrast, the managers with less power believed that the workers’ own motivation and efforts were mainly responsible for what was achieved, and they rated the workers more favorably overall.
Some of the detrimental effects of power on leaders are linked to how followers treat them….
- if you find yourself in position of powerful leadership, don’t listen too carefully to the flattery and agreement from your underlings!
- A study of American business CEOs (topmost leaders) found that their subordinates frequently flattered them and expressed agreement with their opinions even when the subordinates privately felt differently. This ingratiating flattery boosted the narcissistic egotism of the bosses. This in turn made the CEOs think they were doing great, to the extent that they downplayed problems in the company and failed to take action to solve them. In the long run, these egotistical mistakes increased the chance that the CEO be fired.
misbehavior of leaders
Followers forgive and tolerate misbehavior by leaders much more readily than similar misbehavior by other group members.
How do powerful people treat their followers?
- The prisoner’s dilemma game
- Highly powerful people seem to disregard and even prey on the weak.
power vs status
Recent works suggest that the corrupting effect comes from the power, not the high status that often accompanies power. Status means that others respect and admire you. Experimental participants accorded high status were exceptionally fair and generous to- ward others. In contrast, power is control over others, and participants who were assigned high power were relatively unfair and unjust toward others.102 The nastiest folks were the ones who got high power but low status. They treated others very badly. High status helped offset the negative effects of power
power & emotions
Power feels good. People with power are more likely to feel positive, pleasant emotions and to express these good feelings. For example, people who report feeling more dominant and powerful in life, such as those in leadership roles, generally report more positive and happy emotions. People who lack power are more prone to feel and express negative emotions such as guilt and depression.
