HR Competencies: Leadership and Navigation Competency

Question 1

Ability to create connections or rapport with others.

Answer 1

Social intelligence

Question 2

Factors that initiate, direct, and sustain human behavior over time.

Answer 2

Motivation

Question 3

Ability to be sensitive to and understand one’s own and others’ emotions and impulses.

Answer 3

Emotional intelligence (EI)

Question 4

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According to Daniel Goleman, this leadership approach entails a leader IMPOSING a vision or solution on the team and demanding that the team follow this directive.

Effective during crises, when immediate and clear action is required.

Ineffective as it can damage employees’ sense of ownership in their work and motivation. (pg 55)

Answer 4

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Coercive

Question 5

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According to Daniel Goleman, this leadership approach entails the leader PROPOSING a bold vision or solution and invites the team to join this challenge.

Effective at times when there is no clear path forward.

Ineffective when the leader lacks real expertise. (pg 55)

Answer 5

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Authoritative

Question 6

*Additional Flashcard

According to Daniel Goleman, this leadership approach entails the leader creating strong relationships with and inside the team, encouraging feedback. The team members are motivated by loyalty.

Effective when a leader has inherited a dysfunctional and dispirited team that needs to be transformed.

Ineffective when used alone. Leader fears damaging a relationship. (pg 55)

Answer 6

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Affiliative

Question 7

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According to Daniel Goleman, this leadership approach entails the leader inviting followers to collaborate and commits to acting by consensus.

Effective when the leader does not have a clear vision or anticipates strong resistance to a change.

Ineffective when time is short, since building consensus takes time and multiple meetings. (pg 55)

Answer 7

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Democratic

Question 8

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According to Daniel Goleman, this leadership approach entails the leader setting a model for high performance standards and challenging followers to meet these expectations.

Effective when teams are composed of highly competent and internally motivated employees.

Ineffective when expectations and the pace of work become excessive. (pg 55)

Answer 8

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Pacesetting

Question 9

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According to Daniel Goleman, this leadership approach entails the leader focusing on developing team members’ skills and aligning the organization’s goals with employees’ personal and professional goals.

Effective when leaders are highly skilled in strategic management, communication, motivation and when they can manage their time to include coaching as a primary activity.

Ineffective when employees resist changing their performance. (pg 55)

Answer 9

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Coaching

Question 10

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This leadership theory states leaders possess certain innate characteristics that followers do not possess (and probably cannot acquire).

*Negatives: Not evidence based; implies the ability to lead cannot be acquired. (pg 57)

Answer 10

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Trait theory

Question 11

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This leadership theory states leaders influence group members through certain behaviors. (pg 57)

Answer 11

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Behavioral theory

Question 12

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This leadership theory states leadership involves managing:

+ Tasks (work that must be done to attain goals).
+ Employees (relationships based on social and emotional needs).

Additionally, this theory states there are 5 types of managers, only one of which is considered a leader. (pg 58)

Answer 12

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Blake-Mouton Theory

Question 13

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Of Blake-Mouton’s Theory of 5 types of managers, this manager is low task, high relationship and avoids punitive actions so as to not jeopardize relationships.

hint: socially-focused

Answer 13

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Country club managers

Question 14

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Of Blake-Mouton’s Theory of 5 types of managers, this manager is low task, low relationship, uses a “delegate-and-disappear” management style and detaches themselves, often creating power struggles. (pg 58)

hint: Grandma Virgi

Answer 14

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Impoverished managers

Question 15

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Of Blake-Mouton’s Theory of 5 types of managers, this manager is high task, low relationship, expect people to do what they are told without question and tend not to foster collaboration. (pg 58)

hint: ~ dictator

Answer 15

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Authoritarian

Question 16

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Of Blake-Mouton’s Theory of 5 types of managers, this manager is midpoint on both task and relationship, gets work done but are not considered leaders. (pg 58)

Answer 16

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Middle-of-the-road

Question 17

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Of Blake-Mouton’s Theory of 5 types of managers, this manager is high task, high relationship, leads by positive example, fosters a team environment and encourages individual and team development. (pg 58)

Answer 17

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Team leaders

Question 18

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Building on behavioral theories, this theory proposes leaders can flex their behaviors to meet the needs of unique situations. (pg 58)

Answer 18

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Situational theories

Question 19

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According to the Hersey-Blanchard Situational Leadership Theory, this behavior is supplied when the employee is not yet motivated or competent. (pg 58)

Answer 19

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Telling

Question 20

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According to the Hersey-Blanchard Situational Leadership Theory, this behavior is supplied when the increasingly competent employee still needs focus and motivation (e.g., Why are we doing this?”). (pg 58)

Answer 20

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Selling

Question 21

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According to the Hersey-Blanchard Situational Leadership Theory, this behavior is supplied when competent workers can be included in problem solving and coached on higher skills. (pg 58)

Answer 21

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Participating

Question 22

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According to the Hersey-Blanchard Situational Leadership Theory, this behavior is supplied when very competent team members can benefit from greater levels of autonomy and self-direction. (pg 58)

Answer 22

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Delegating

Question 23

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According to this leadership theory, leaders change the situation to make it more “favorable”, i.e., more likely to produce good outcomes. (pg 59)

Answer 23

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Fielder’s Contingency Theory

Question 24

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According to this leadership theory, the leader’s role is coaching and developing followers’ competencies by performing the behavior needed to help employees stay on track toward their goals. This involves addressing different types of employee needs:

+Directive
+Supportive
+Achievement
+Participative

Answer 24

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Path-Goal Theory

Question 25

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According to the Path-Goal (Leadership) Theory, this employee need entails the leader helping the employee understand the task and its goal. (pg 59)

Answer 25

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Directive (employee need)

Question 26

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According to the Path-Goal (Leadership) Theory, this employee need entails the leader attempting to fulfill employee’s relationship needs. (pg 59)

Answer 26

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Supportive (employee need)

Question 27

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According to the Path-Goal (Leadership) Theory, this employee need entails the leader motivating by setting challenging goals. (pg 59)

Answer 27

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Achievement (employee need)

Question 28

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According to the Path-Goal (Leadership) Theory, this employee need entails the leader providing more control over work and leverage group expertise through participative decision making.

Answer 28

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Participative (employee need)

Question 29

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According to the Path-Goal (Leadership) Theory, this leadership theory states leaders are not appointed but emerge from the group, which chooses the leader based on interactions. (59)

Answer 29

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Emergent Theory

Question 30

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These are the 5 clearly defined features of a formal organization. (pg 62)

Answer 30

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+ Traditional reporting lines (which create the organization’s managerial levels or hierarchy).

+ The decision making process (i.e. How/by whom is the ultimate decision made?)

+ The funding process (e.g. Funding as part of the regular budget or are projects funded separately?)

+ The organization’s strategy, mission and values (clearly defined).

+ History / Events that may have shaped or may be shaping decision makers’ assessments (e.g. market decisions).

Question 31

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These are the 3 most valuable tools for discovering the informal organization structure. (pg 63)

Answer 31

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+ Observation

+ Leaders (looked to for advice and comment)

+ Rewards (what types of behavior are rewarded and what types of ideas are accepted)

Question 32

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According to Lois Kelly and Carmen Medina, this beneficial organizational ally knows the organization’s systems well and know how to make things happen. They know decision-making processes and requirements. They can educate leaders about how to gather support for an idea and help them avoid mistakes that may damage their credibility or prolong the process. (pg 64)

hint: ~ mentor; Mike to Jasmine

Answer 32

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“Bureaucratic black belts”

Question 33

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According to Lois Kelly and Carmen Medina, this beneficial organizational ally has good political instincts. They usually have a deep history with the organization and can predict reactions. (pg 64)

Answer 33

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“Tugboat pilots”

Question 34

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According to Lois Kelly and Carmen Medina, this organizational ally is willing to partner but has their own agenda(s). (pg 64)

Answer 34

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“Benevolent bureaucrats”

Question 35

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According to Lois Kelly and Carmen Medina, this organizational ally is willing to partner but only to share in any successes. They add little value to the initiative and to the process of gaining support. (pg 65)

hint: riding coat tails, e.g., Benjamin - Women’s Leadership Conference

Answer 35

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“Wind surfers”

Question 36

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According to John French and Bertram Raven, this form of power is created formally - through a title or position. (pg 69)

Answer 36

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Legitimate (power)

(derived externally)

Question 37

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According to John French and Bertram Raven, this form of power is created when the leader can offer followers something they value in exchange for their commitment (e.g., promotions, compensation). (pg 69)

Answer 37

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Reward (power)

(derived externally)

Question 38

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According to John French and Bertram Raven, this form of power is created when a leader is recognized as possessing great intelligence, insight, or experience. (pg 69)

Answer 38

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Expert (power)

(derived internally)

Question 39

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According to John French and Bertram Raven, this form of power is created by the force of the leader’s personality - the ability to attract admiration, affection, and/or loyalty. (pg 69)

(e.g., Benjamin)

Answer 39

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Referent (power)

(derived internally)

Question 40

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According to John French and Bertram Raven, this form of power is created when the leader has power to punish those who do not follow. (pg 69)

Answer 40

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Coercive

(derived externally)

Question 41

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This motivational theory sees motivation as absolutely irrelevant in the work place. (pg 76)

Answer 41

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Theory X

Question 42

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This motivational theory sees motivation as absolutely critical in the workplace. (pg 76)

Answer 42

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Theory Y

Question 43

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This motivational theory sees leaders micromanaging and coercing team members because they believe people do not like to work and must be strictly controlled and forced to work. (pg 76)

Answer 43

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Theory X

Question 44

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This motivational theory sees leaders believing that employees dislike rigid controls and inherently want to accomplish something. Therefore leaders apply a more participative style that empowers employees.

Considered more appropriate in today’s knowledge-driven workplaces. (pg 76)

Answer 44

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Theory Y

Question 45

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This motivational theory states individuals are motivated by a desire to satisfy certain needs. Understanding these needs allows leaders to offer the right incentives and create the most motivational external environments. (pg 76)

Answer 45

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Needs Theory

Question 46

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This motivational theory states 5 basic categories of needs must be met in an ascending order:

(P.S.B.E.S)

+ Physiological (basic needs related to survival)
+ Safety and security
+Belonging and Love (the need to belong / accepted)
+Esteem (both self-esteem and admiration of others)
+Self-actualization (the need to fill one’s potential)

++ A lower-level need must be relatively satisfied in order for a higher- level need to emerge or serve to motivate. (pg 77)

++ No need is ever totally satisfied

Answer 46

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Maslow (Motivation Theory)

Question 47

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This motivational theory states behavior is driven by intrinsic factors (e.g., challenging work, meaningful impact of work, recognition) and extrinsic factors (workplace hygiene, e.g., job security, pay, conditions). (pg 77)

Answer 47

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Herzberg (Motivation Theory)

Question 48

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This motivational theory states individuals are motivated by three basic desires:

+ Achievement (accomplishment)
+ Affiliation (feeling part of a group)
+ Power (influence or control over others)
(pg 77)

Answer 48

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McClelland (Motivation Theory)

Question 49

*Additional Flashcard

This motivational theory states individuals are motivated by innate need such as competence (~ McClelland’s Achievement) and relatedness (~ McClelland’s affiliation) but also by needs for:

+ Autonomy (the need to feel one has control over one’s life)

+ Purpose (the sense that one’s actions have effects beyond the individual or the workplace)

(pg 77)

Answer 49

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Self-determination

Question 50

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This motivational theory states effort increases in relation to one’s confidence that the behavior will result in a positive outcome and reward. (pg 78)

Answer 50

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Expectancy Theory

Question 51

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This motivational theory states level of effort depends on:

+ Expectancy (With reasonable effort, the employee can succeed.)
+ Instrumentality (Success will result in a reward.)
+ Valence (The reward is meaningful to the employee.)

++ All three factors must be addressed to create motivated employees. (pg 78)

Answer 51

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Vroom (Motivation Theory)

Question 52

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This motivational theory states the way a person interprets the causes for past success or failure is related to the present level of motivation. (pg 78)

Answer 52

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Attribution Theory

Question 53

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This motivational theory states success or failure can be attributed to internal factors, likely under the employee’s control (e.g., skills, diligence)

or external factors - likely beyond the employee’s control (e.g., available resources, market events).

A track record of success can create empowered and resilient employees, while a track record of failure can create “learned helplessness”. (pg 78)

Answer 53

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Heider, Weiner

(Attribution Theory from SCP practice exam)

Question 54

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This motivational theory states motivation can be increased by providing employees with goals against which they can assess their achievement.

+ Optimally, employees should be involved in designing goals. (pg 78)

Answer 54

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Goal-Setting Theory