Final- Psych in B Flashcards
(NDE) 4 types of leadership styles according to Path Goal Theory of Leadership.
1)Directive
employees know expectations
specific guidance on how to accomplish tasks
task- oriented initiative structure
- Recommended if employees have face difficulties accomplishing tasks or if tasks are ambiguous.
- Not helpful if employees already know what and how to do aspired tasks.
2) Supportive leader
- Friends and display empathy
- Consideration: relationship-oriented
Recommended: stressed employees or show they need support.
3) Participation
-takes suggestions from employees.
-Recommended when we need employees to accept decisions
4) Achievement-oriented
- sets challenging goals
- high expectationd in peformance
- recommended: ind. who like challenges
- not rec: less capable ind. or high stress emplys.
Describe charismatic leadership & ways in which they are able to influence individuals.
- perception of things depends on how to change them for the future
- organization: future aims & strategies
- Leading members to achieving goals through empowerment.
4 qualities: have vision, willing to take personal risks, sensitive to followers needs, atypical behavior.
Effects:
1) Presenting attractive visions of the future by using the present state of a company- creating the vision of an optimized future.
2) Socialized charismatic l.
- influence employees values and behavior to be aligned with their own: ex:
- promise keeping: carefully laidd plans and commitment to keep plans
- fairness: ensure employess receive fair share for effort
- respect for others: treating empl. w respect & dignity.
Describe 4 behaviors a leader can choose, depending on follower readiness. (situational)
- Unable AND unwilling Clear instructions needed from leaders
- Unable AND willing high task orientation leaders needed because of employees’ lack of ability and high relationship orientation to motivate them socially
- Able AND unwilling high relationship orientation (support and cooperative style)
- Able AND willing low leadership impact
Contrast men’s and women’s leadership characteristics and styles, and their general effectiveness in the workplace.
Similar
- Actual leadership may be more subject to environmental influences than gender differences
Men: directive
- command and control style, use formal authority
Women: democratic and tranformational
- Leadership: charismatic, inclusion, expertise, interpersonal contact
- Higher rated by bosses, peers, empl.+ more satisfaction from emplys.
(NDE) Steps of the rational decision making process.
1) define prob: success depends on proper identification
2) identify relevant criteria: interests, values, attitudes, expectations, personal preferences.
3) Allocate weights
Which criteria most important…
4) Develop alternatives
Different strategies to succeed
5) Evaluate the alternatives
Based on criteria, weights and chances of success
6) Select best alternative
Highest score from evaluation
(NDE) Assumptions of the rational decision-making process.
- Problem clarity: clear, unambiguous, full information
- Known options: proper identification of all relevant criteria, workable alternatives, consequences
- Clear preference: criteria and alternatives can be ranked and weighted according to importance
- Constant preference: specific criteria stable
- No time/cost constraint: can obtain full information because not time nor cost sensitive
- Maximum payoff: chose alternative that brings highest perceived value
Five different judgment shortcuts that are common in organizational decision-making + examples for theories and their use.
1) Overconfidence Bias: Overestimate of correctness of answers/decisions
2) Optimistic Bias: Overconfidence barrier: have more confidence in the accuracy of our judgments of future than is reasonable- Planning fallacy: Make optimistic predictions concerning how long a given task will take to complete
3) Anchoring Bias: Overestimate primacy information
Precision of anchor determines the “leash” length
Rounded numbers anchor around the rounded number- 55 000 anchored to 50 000 and 60 000
55 650 anchored to 55 000 and 56 000
4) Confirmation Bias
Want to be right once we formed idea, belief…
Tendency to seek, interpret and create information in ways that verify existing beliefs
5) Availability Bias: easier it is to bring information to mind, the greater its impact on subsequent judgments or decisions
(NDE) Three-component model of creativity.
1) expertise: knowledge & competencies, abilities E.g., creative passing requires knowledge of rules, typical movement, passing abilities.
2) creative thinking skills: seeing things in different angles, analogies- seeing how one issue/mechanism/relationship can be applied to others.
3) motivation: intrinsic (work as interesting, involving, positive and free will) + effective than extrinsic.
(NDE)
- 4 organizational factors- promote creativity
- 4 organizational elements- block creativity.
PROMOTING CREAT.
1- Challenge: maching of skill set and task
2- Resources: allow for froper amnt of time and money
3- Freedom: autonomy in how project unfolds
4- Supervisory encouragement: tasks matter shown through managers rewarding, collaborating, clear communication
BLOCKING CREAT.
1- Expected evaluations: Over focus on evaluations of work
3- Constrained choice: limitations on how work gets accomplished
3- Extrinsic motivations
4- Competition: win-lose situation with colleagues
(NDE) The stages of Kohlberg’s theory of moral development.
1) Preconventional morality
- Morality based on consequences
- Rules followed for immediate interests
- Stage 1 punishment and obedience
Obey to avoid punishment but not wrong if not caught
- Stage 2 naïve hedonism
Conforms to gain reward/satisfy personal objectives
Motivated for return
2) Conventional morality
- Desire to gain others’ approval
- Stage 3 “good boy/girl”
Moral behavior = pleases, helps, approved by others
Being nice is important and well intentioned matters
- Stage 4 social-order
Perspective of the generalized others (e.g. laws)
Right = conforming to legal authority NOT fear of punishment
3) Postconventional morality: Principles of justice
- Stage 5 social-contract
Laws further human welfare
Social contract to follow
But laws that compromise human rights or dignity considered unjust and worthy of challenging
- Stage 6 individual principles
Right vs wrong= self chosen ethical principles led by conscience
Not concrete laws but are abstract moral guidelines/principles of universal justice that transcends laws
