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MBA > Leadership Residency > Flashcards

Leadership Residency Flashcards

1
Q

what are methods of exploration in organization

A

experiment
assessment
observation

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2
Q

what are experiments?

A

changing levels of X to observe the effect on variable Y

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3
Q

what is ANOVA

A

Analysis of variance

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4
Q

what is MANOVA

A

multiple analysis of variation

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5
Q

what is MANCOVA

A

multiple analysis of covariance

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6
Q

what are pros and cons of experiments

A

pros - validity and mitigation of nuisance variables

cons - inflated effect, ethics

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7
Q

what are simulations

A

experiments with no manipulation

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8
Q

what is an assessment

A

evaluating subject cognition, motivation, behavior, or affect using a standard assessment

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9
Q

what are assessment characteristics

A

written or digitalized

measure responses

enablement of comparison of responses

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10
Q

What are some assessment designs

A

cross sectional surveys - snapshot

longitudinal survey - same survey multiple times

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11
Q

pros and cons of assessment

A

pros - cheap, fast, easy to administer

cons - weak validity

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12
Q

best practices for assessments

A

use 3rd party data collection

anonymity and confidentiality

present aggregate responses

offer incentives

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13
Q

what is social desirability

A

participants sometimes answer in a way that make them look as good as possible

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14
Q

Four dimensions of data quality

A

accuracy - is it corrct?

completeness - are all data available

consistency - data recorded the same way

timliness - how quick were data recorded

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15
Q

What is Juran’s Method to fixing organizations

A

Identify problems
diagnose causes
remedy the cause
hold the gains

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16
Q

What are problem MOMS

A

Measurable
Observable
Managable
Specific

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17
Q

How do you diagnose an org. problem

A

identify symptoms
differentiate causes from effect
differentate proximal from distal
differentiate controllable from uncontrollable
keep in mind that incentives and events cause catalyst behavior

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18
Q

how do you treat org. problems

A

align recommendations with resources and motivations of the org.

be frank

solicit feedback

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19
Q

how do you ‘hold the gains’

A

how can this problem be mitigated in the future?

what was the efficacy of your intervention

who needs to know about your success or failure?

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20
Q

what is are the three drivers of performance

A

ability
motivation
opportunity

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21
Q

what is performance driver is easiest to drive change?

A

motivation

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22
Q

what is Kurt Lewins’s behavior function

A

Behavior = Person + Enviornment

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23
Q

does increased motivation impact performance?

A

NOT ALWAYS

they have to believe they can do the work

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24
Q

simple org. change process

A

understand the context of the issue

what are the symptoms?

what are our options/outcomes

what are the tradeoffs of outcomes

what are our remedies

stage testing

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25
Q

What creates a thriving workplace

A

culture of engagement

high commitment

performance

positive and reliable customer experience

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26
Q

what drives performance

A

ability, attitude and learning

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27
Q

what are types of job satisfaction

A

pay

promotion

supervisor satisfaction

coworker satisfaction

work satisfaction

28
Q

what is organizational commitment

A

desire on the part of an employee to remain a member of an organization

29
Q

what are the thee types of commitment

A

affective
continuance
normative

30
Q

what is affective commitment

A

desire to remain a member of an organization due to an emotional attachment and involvement

31
Q

what is continuance commitment

A

desire to remain a member of an organization because of an awarenss of the costs associated with leaving

32
Q

what is normative commitment

A

desire to remain a member of an organization due to a feeling of obligation

33
Q

what is employee engagement

A

the individuals involvement, satisfaction, and enthusiasm for work

34
Q

how does engagement affect performance

A

high engagement generally means high performance

35
Q

why do you want engaged employees

A

positive employees and positives clients

36
Q

how do you build a culture of engagement

A

employees help you achieve your goals if you help them acheive theirs

37
Q

early career steps to grow engaement

A

understand strategic priority

seek insight from team

38
Q

mid to senior career steps to grow engagement

A

weekly 30-60 second checkins each week

celebrate winds and losses

build respect - and LISTEN

39
Q

what are some extrinsic motivations

A

pay, bonuses, promotions, benefits, awards

40
Q

what are some intrinsic motivations

A

enjoyment, interestingness, accomplishment, knowledge gain, development

41
Q

what is adaptation in leadership

A

seeking ways to challenge and develop employees

42
Q

what is diligence for leadership

A

be skeptical and demand evidence

test ideas before rollout

be humble and willing to learn

43
Q

what is intelligence in leadership

A

understand causality

make data driven decisions

as for help

44
Q

what is vigilance in leadership

A

independently audit your work

justify your decisions

learn from failure

move strategically, not constantly

45
Q

what are some stressors?

A

work time pressure or complexity

work conflicts, overload, or ambiguity

family demands

46
Q

what is the crossover effect

A

when one stress negatively influences goals in another domain

47
Q

What is risk in leadership

A

probability of a negative event occuring of suffering loss

48
Q

what are common emotions associated with risk

A

fear, anxiety, excitement, enthusiasm

49
Q

what is influence

A

deliberate, systematic process of getting others support

50
Q

What are the bases of power

A

reward
coercive
legitimate
expert
reference

51
Q

three steps to develop ethical power and influence

A

develop interpersonal flexibilty
use universal forms of influence
develop political skill

52
Q

what are the four types of influcnce

A

analytical
driver
amiable
expressive

53
Q

what is analytical influence

A

thinking oriented, data driven, detail focused

54
Q

what is driver influence

A

action orientated, resluts driven, bottom line focused

55
Q

what is amiable influence

A

relationship oriented, acceptance driven, harmony focused

56
Q

what is expressive influence

A

vision oriented, dream driven, big picture focused

57
Q

what is social versatility

A

the ability to interact with different types of people

58
Q

what are the six universal forms of influence

A

reciprocity
scarcity
authority
commitment and consistency
consensus/social proof
liking

59
Q

what is recipricity influence

A

repaying favors

60
Q

what is scarcity influence

A

feeling that what they are getting is scarce

61
Q

what is authority influcne

A

people trust and respect authority

62
Q

what is commitment and consistency influence

A

people agree when they believe in doing so is consistant with what they believve

63
Q

what is consensus / social proof influcne

A

people do what others do

64
Q

what is liking influence

A

people support people they like

65
Q

how can you get personal power

A

develop expertise
develop and track results
ensure expertise is visible
be reliable, consistent and professional

66
Q

how can you minimize dysfuctional politics

A

provide clear goals
reward achievements
provide clear guidance
use systematic decision process

MBA (55 decks)

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