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MGST 453 Flashcards

1
Q

Socrates’ Triple Filter Test - Filters

A
  1. Truth
  2. Goodness
    3.Usefullness
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2
Q

Propinquity as a Factor of Trust

A

Propinquity (state of being close) not always necessary to establish deeply trusting relationships
- online friends: (proximity is not a factor)

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3
Q

Maslow’s Hierarchy of Needs

A

Self-actualization: the desire to become the most that one can be
Esteem: respect, self-esteem, status, freedom
Love and Belonging: friendship, intimacy, family, connection
Safety Needs: personal security, resources, health, property
Physiological needs: air, food, water, shelter, clothing, reproduction

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4
Q

Gallup (Beck and Harter): Why Great Managers are so Rare

A
  • businesses fail to choose the right manager 82% of the time
  • poor management accounts for 70% of the variance in engagement scores
  • great managers create: trust, transparency, accountability; and motivate and engage, assertiveness, vision
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5
Q

Monique Valcour: Anyone Can Learn to Be a Better Leader

A

Being in charge is not the same a leading.
Leaders: fearless introspection, feedback seeking and committed efforts to behavioural change for greater effectiveness and increased positive impacts on others. Leaders improve employee commitment and accountability by sustaining a motivating interpersonal environment

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6
Q

Moral Agency

A
  • Ability to make ethical decisions
  • how we develop our moral compass
    how we develop uncomfortable feelings/emotions that result when doing things out of lie with our moral compass
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7
Q

Gerardo Roldan Macko: Driving Responsible Ethics at 3M

A
  • dedicated ethics roles
    working directly with leaders to ensure and support high personal and organizational working standards
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8
Q

Slippery Slope

A
  • Studies show that people are more likely to accept others’ unethical behaviours when ethical degradation occurs slowly over time and not in one abrupt shift.
  • the “boiling frog”
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9
Q

Adam Smith

A

Basic premise:
- humans need social environment to survive and thrive
- beneficence: positive virtue (praiseworthy)
- things we do voluntarily, no reciprocity
- Justice: negative virtue (blameworthy)
-things we restrain from - the downfall of humanity

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10
Q

Beneficence (Adam Smith)

A

Praiseworthy:
- things we do voluntarily, generously, no expectation of reciprocity
- focus on happiness and contentment
- desired state

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11
Q

Justice (Adam Smith)

A

Blameworthy:
-things we restrain from doing because it results in harm (including revenge) and the downward spiral of humanity (breakdown in turst)
- focus on punishment
- necessity

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12
Q

History of Studying Ethics:
Utilitarianism

A
  • Actions are right if they promote the most happiness and wrong if they do not
  • John Stuart Mill + Jeremy Bentham
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13
Q

Implied Contracts

A
  • mutual obligations characterizing interactions existing at the level of the relationship
  • Dyadic - 2 parties
  • Interunit - more than 2 parties
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14
Q

4 Characteristics of Transformational Leadership

A
  1. Idealized Influence: modelling of exemplary behaviour that is aligned with organizational goals
  2. Inspirational Motivation: leader executes and communicates excellence
  3. Intellectual Stimulation: having a leader who encourages innovation, creativity, critical thinking and problem-solving
  4. Individual Consideration: “soft” leaders but trusted to constantly challenge followers to higher levels of performance
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15
Q

Who Makes it as a Leader?

A

Emergence:
- qualities perceived as a leader
- “who becomes a leader?”
1. Traits
2. Behavioral
3. Process

Effective:
- Leadership mastery
- “who does leadership well”

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16
Q

The Big 5

A
  • conscientiousness
  • emotional stability
  • agreeableness*
  • open to experiences
  • extroverted* charisma?
  • *agreeableness had the capacity to be perceived as counterproductive
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17
Q

Carly Fiorina: Why Ethical Leadership Matters

A
  • world of fake, false, and external affirmation cause unethical behaviour
  • lack of ethics leaves the organization confused on what really matters, corrodes time, purpose, and high performance
18
Q

Lenora Houseworth: How do good leaders give advice? …They don’t

A
  • gap between being noticed for leadership and being good at it
  • good leaders know how to guide, inspire, and coach. Otherwise, they become over-prescriptive micromanagers
    Good Coaches:
  • listen
  • ask the right questions
  • assist with goal setting
  • provide useful feedback
19
Q

Alex Edman: The Social Responsibility of Business

A
  • research on firms that demonstrate corporate social responsibility consistently outperform competition
20
Q

John Hall: 11 Simple Ways to Show Employees You Care

A
  1. go above and beyond to help them personally
  2. relate to them
  3. Show you are about their personal life
  4. show interest in their s/o
  5. back them up with your clients
  6. do things to set yourself apart
  7. be honest and transparent
  8. make time for them
  9. little things do matter
  10. create new opportunities
  11. be aware of expectations you set
21
Q

McAllister, Moss and, Martinko: Why likable
leaders seem more effective

A
  • developed 7 scale, 5 statement scale called the leadership effectiveness questionnaire
22
Q

Kouzes and Posner:
5 practices of exemplary leadership: How Ordinary People Make Extraordinary Things Happen

A
  1. model the way
  2. inspire a shared vision
  3. challenge the process
  4. enable others to act
  5. encourage the heart
23
Q

Schyns and Schilling: How bad are the effects of bad leaders

A

Research shows a correlation between distinctive leadership and:
1. poor attitudes towards leadership
2. counterproductive work behaviours
3. resistance to leader
4. well-being
5. turnover
6. individual work performance

24
Q

Frost and Robinson: The Toxin Handler - Organizational Hero and Casualty

A
  • informal organizational role that goes between difficult individuals and tough conflict situations to reduce blocks, manage and pave the way forward
25
Q

Swift Trust

A
  • given out of convenience
  • “I will trust you until you prove not to be trustworthy”
  • external motivation for relationship to occur
    Quickly evaporates when uncertainty arises
26
Q

Earned Trust

A
  • “I trust you because you have proven to be trustworthy”
  • deeper connection due to shared interest or experience
27
Q

Moral Disengagement

A
  • moral disengagement is the process of de-coupling one moral standards and actions
  • allows unethical conduct without feelings of guilt or distress
28
Q

Transformational Leadership

A

-move followers away from self-interest
- a process where leaders and their followers raise one another to higher levels of morality and motivation
- use charisma and enthusiasm for motivation
- proactive in nature

29
Q

Transactional Leadership

A

-occurs when followers are moved to complete their goals in exchange for a reward
- focus on rewards and punishments
- goal-oriented
- reactive in nature

30
Q

Charisma

A
  • they appear to touch our emotions more than our rational mind
  • moved by them, most frequently moved to follow them
  • ability to draw us in and hold our attention
31
Q

History of Studying Ethics: Kantian Deontology

A
  • act in a manner that is out of respect for humanity and in accordance with rules that could hold for everyone
  • duty and obligation
  • the decision is right, not necessarily the outcome (murder at the door)
32
Q

Historical Studies of Ethics: Socrates

A
  • rational being
  • one must examine their actions in life
    -living better comes from seeking to live better
    Moral standards could be discovered
33
Q

History of Studying Ethics:
Aristotelian Virtue Ethics

A
  • ethics is the study of character
  • excellent character is a pre-condition for a happy life
34
Q

Psychological Contracts

A
  • Individual beliefs in a reciprocal obligation between the individual and the organization.
35
Q

Example of Bounded Rationality

A
  • Heuristics: mental shortcuts used by humans to make decisions quickly
  • example: hiring evaluation:
    1 candidate: more likely to default to heuristics like gender stereotypes to quickly eliminate or advance the candidate
    2 candidates: more likely to consider qualification for the role and other characteristics
36
Q

Bounded Rationality

A
  • Humans in decision-making tend to satisfice rather than optimize. good enough not necessarily the best
    -cognitive ability, time constraint, and imperfect information limits the quality of decisions and thinking
37
Q

Kohlberg’s Theory of Moral Development: level 1

A

level 1 is pre-conventional morals:
- you act in accordance with pleasure and pain, and reward and punishment
stage 1: avoid punishment, being obedient
stage 2: seek rewards, follow the rules

38
Q

Kohlberg’s Theory of Moral Development: level 2

A

Level 2: conventional morality
-you are aware of others’ opinions, you act to seek approval and avoid blame
stage 3: goal behaviour - conforms to good intentions and rules
stage 4: doing one’s duty - prosocial obediance

39
Q

Kohlberg’s Theory of Moral Development: level 3

A

level 3: post- conventional morality
- abstract notions of justice, laws exist and be broken for the good of individuals
stage 5: recognize the difference between morals and laws
stage 6: a worldview is shaped by doing what’s right for everyone

40
Q

Bandura’s Theory of Moral disengagement

A

4 types of disengagement:
1. moral Justification:
- re-construct the immoral action as serving the greater good
2. defusing responsibility:
- attribute immoral action to order from authority
3. minimizing consequences
- “its no big deal”
4. dehumanizing the victim:
- victim made themselves a target

MGST 453 (1 decks)

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