exam 3

Question 1

the process of using noncoercive influence to direct and coordinate the activities of group members toward accomplishing organizational objectives

Answer 1

leadership

Question 2

the set of characteristics attributed to those who employ such influence.

Answer 2

leadership

Question 3

people process certain characteristics and they will emerge as leaders or be more effective leaders

Answer 3

universal trait

Question 4

1. looked at ambition, dominance, empathy…
2. initially thought nothing was related emergence or performance (height)
3. Revised

Answer 4

universal trait

Question 5

revision for universal trait:

Answer 5

Extraversion
Consciousness
Openness to experience

Question 6

certain behaviors are related to leadership (in all situations)

Answer 6

Universal behavior based approach

Question 7

(employee centered behavior) indicate the following things – indicate trust between leaders and followers, such as respect

Answer 7

consideration toward workers

Question 8

little in the way of relationships between these behaviors and performance

Answer 8

initial view

Question 9

effective leadership is function of situation and leader traits

Answer 9

Contingency trait approach

Question 10

o extent to which you and your LPC are similar
o relationship orientation
o Fred argues that it’s stable as a trait

Answer 10

least preferred coworker scale

Question 11

o a. leader-member relations
o b. task structure
o c. position

Answer 11

situational control

Question 12

Vroom-Yetton-Jago decision making model

Answer 12

Contingency Behavioral approach

Question 13

you as the manager sit back and make decision yourself with the info you have available – do not consult subordinates

Answer 13

AI: Authoritarian

Question 14

obtain info from subordinates and then make decision yourself

Answer 14

AII

Question 15

share the problem you are trying to solve and listen to solutions from your subordinates individually

Answer 15

CI

Question 16

share the problem with the group of subordinates and listen to decisions – this usually takes longer

Answer 16

CII

Question 17

share the problem with subordinates as a group; together you generate solutions and reach a decision by consensus

Answer 17

GII: Group

Question 18

1. If you have a leader, particularly a new leader, he or she will conform to group norms to build up “idiosyncratic credits”, which is kind of like a bank account and you start with a zero balance
2. Invest credits to change the organization
3. Implication – leadership is different – it involves an exchange of resources and influences

Answer 18

Hollander’s Social Exchange

Question 19

1. Each subordinate has a unique relationship to the leader/boss
2. Early on in relationship : will fall either into an in-group or out-group status
3. In-group
   • get more stuff: more help, more trust, more input in decisions, more freedom to complete tasks
   • give more: you have to give more time and effort
4. Out-group
   • get less..
   • give less
5. Status solidifies and is set
6. George Purebrain would say there are two implications:
   • a. manager – more in-group members
   • b. subordinates – you have to decide on which group you want to be in and you want to decide early on

Answer 19

Leader member exchange (vertical dyad linkage theory)

Question 20

two or more freely interacting individuals who share collective norms, goals, and have a common identity.

Answer 20

group

Question 21

cohesive groups may suppress critical thinking. (More important to keep group happy rather than critical thinking)

Answer 21

groupthink

Question 22

1. The illusion of invulnerability
2. Stereotypes – where you degrade the other group
3. Assumption of morality
4. Self censorship – people don’t voice their “problems, opinion”
5. Illusion of unanimity
6. Combat it
   • a. set up subgroups and ask for solutions to the problems from two different subgroups to have two different solutions
   • b. outside experts sit in to critique the process to keep the group processing as good as it can
   • c. Devil’s advocate – poke holes in group – enhance critical thinking – find problems
   • d. second chance meeting

Answer 22

groupthink “bad” symptoms

Question 23

1.Entire group – risky shift
2. Polarization
3. Combat it
• a. Poll people before meeting about where they stand
• b. Watch the process
• c. Use different group processes (NGT) (nominal group technique)

Answer 23

Group shift

Question 24

1. Asch effect
2. Experiment – length of lines
3. Results
   • a. 80% people yielded at least once
   • b. 58% people yielded at least twice
   • c. ambiguous male norms MORE powerful

Answer 24

norms

Question 25

1. People define themselves by the groups they are in (social identity)
2. It applies to subgroups with typically multiple differences in identity
3. Faultlines lie dormant
4. Faultlines activate when stress levels raise (budget cut)
5. When Faultlines activate, bad stuff happens
   • group conflict increases
   • group performance decreases
   • withdrawal increases
6. Preventing eruptions
   • a. encourage a superordinate identity (bigger identity)
   • b. diversity climate
   -tolerate and celebrate diversity

Answer 25

faultlines

Question 26

1. Elect a leader
2. Voting
3. Results – compare it
   • a. group performance – (EX: how many ideas did they generate; how well did they estimate the quantities) Medium to low in terms of performance
   • b. group satisfaction – medium to low of satisfaction

Answer 26

interacting group

Question 27

1. Continue discussion until everyone is “comfortable” or “can live with” the solution
2. Results
   • a. performance – medium to high
   • b. satisfaction – medium to high

Answer 27

consensus group