Leadership & Navigation

Question 1

Cultural Determinism

Answer 1

The believe that the culture we are raised in determines who we are at an emotional and behavioral level.

Question 2

Cultural Relativism

Answer 2

The principal that an individual humans beliefs and activities should be understood by others in terms of what that individuals own culture.

Question 3

Safe-Harbor Provision

Answer 3

A safe-harbor provision prevents an employer from losing the FLSA overtime exemption for improper pay deductions if the employer has clearly communicated the policy and makes a good faith effort to comply in the future.

Question 4

FLSA

Answer 4

Fair Labor Standards Act establishes minimum wage, overtime pay, and youth employment standards affecting employees. Exempt employees are paid a salary above a certain level and work in admin, professional, executive, computer or outside sales roles.

Question 5

Transactional Engagement

Answer 5

where employees appear engaged by working longer hours but do not actually feel or think in an engaged way. It can be be seen as undesirable because it is associated with negative well-being outcomes.

Question 6

Situational Leadership

Answer 6

Adapting your leadership style to match each situation to meet the needs of the team members.

Question 7

Transformational Leadership

Answer 7

Transforms followers into leaders by causing change in individuals and social systems.

Question 8

Participative Leadership

Answer 8

Democratic leadership style in which subordinates are intentionally involved in organizational decision making.

Question 9

Inclusive Leadership

Answer 9

involves leaders who are self-aware, curious, courageous, venerable and empathetic. They create an environment where all employees feel respected and valued and able to contribute their best work. The seek different perspectives to make an inform and collaborative decision.

Question 10

Leader-Member Exchange (LMX) Theory

Answer 10

Focuses on the relationship between managers and team members. Theory suggests that leaders abnd follwoers develop unique relationships based on their social exchanges and the quality of these exchanges can influence employee outcomes. ex. Manager creates an in and out groups of employees.

Question 11

Servant Leadership Style

Answer 11

Based on the idea that leaders prioritize serving the greater good. They serve their team and organization first and don’t prioritize their own objectives.

Question 12

Transactional Leadership

Answer 12

leadership style that utilizes rewards and punishments to motivate and direct followers, sometimes referred to as managerial leadership. Focuses on structure, organization, supervision, performance, and outcome. heavily relies on the idea of good=rewards, bad=punishment.

Question 13

Trait Theory

Answer 13

Suggests that certain inborn or innate qualities and characteristics make someone a leader.

Question 14

Contingency Theory Leadership

Answer 14

The idea that effective leadership is contingent upon the situation at hand. Essentially, it depends on whether an individual’s leadership style befits the situation. Someone can be an effective leader in cone circumstance and an ineffective leader in another. See diagram L.1

Question 15

Goal Setting Theory of Motivation

Answer 15

Goals that are clear, specific, and challenging are more motivation that vague or easy goals.

Question 16

Expectancy Theory of Motivation

Answer 16

suggests an individual will behave a certain way because they expect certain results. ex. someone working harder when they believe the added effort will help them achieve a goal and be rewarded

Question 17

Attribution Theory

Answer 17

Explains how people use internal and external cues to make sense of what is happening around them. ex. if someone falls, they will look around thinking they tripped over something. (external) if someone fails a test, they might think they didn’t study enough or it was bad luck (internal).

Question 18

Self-determination Theory (SDT)

Answer 18

States that people are motivated to grow and change by three psychological needs: Autonomy - knowing you are in direct control of your own goals, Competence - knowing you have the skills needed to master your goals, and Connection - having a sense of belonging.

Question 19

Equity Theory

Answer 19

Says that employee motivation is mostly determined by their sense of fairness at work.

Question 20

Herzberg’s 2-factor theory

Answer 20

states that employee satisfaction has two dimensions: hygiene and motivations. Hygiene issues, such as salary and supervision, decrease employee’s dissatisfaction with work. Motivators such as recognition and achievement make workers more productive, creative, and committed.

Question 21

Influence Tactics - Personal Appeal

Answer 21

Asking someone to help you with something because you have been friends for a long time

Question 22

Influence Tactics - Forming Coalitions

Answer 22

A group bands together to influence someone else . ex. a group of employees ask in coalition for a deadline to be moved.

Question 23

Influence Tactics - Leading by Example

Answer 23

Model the behavior you want to see in your team members

Question 24

Influence Tactics - Rational Persuasion

Answer 24

Using factual evidence to influence others. ex. raising taxes is needed so that schools can have better books.

Question 25

Leadership Qualities - Vision

Answer 25

The ability to concentrate on the most important aspects of the business.

Question 26

Leadership Qualities - Self-discipline

Answer 26

The ability to resist impulses, maintain focus and see projects through to completion.

Question 27

Leadership Qualities - Risk Taking

Answer 27

The ability to weigh risk and reward, to assess the pros and cons of their potential decision.

Question 28

Leadership Qualities - commitment to continuous learning

Answer 28

Staying up to date with industry trends and best practices by constantly acquiring new knowledge and skills.

Question 29

Leadership Qualities - Growth Mindset

Answer 29

seeing opportunities even during times of crises. Makes efforts to grown during business challenges.