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PPs Flashcards

1
Q

as said by Mathia alexander, people do not decide their future, they decide

A

their habits that then decide their future

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2
Q

who is at risk of unethical leaders

A

the worker ,their faimly, collegues, customers, shareholders, stakeholders, orgnization, industry, community

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3
Q

what are the 7 positives of wthical leadership

A
  • lower turnover
  • more innovation
  • talent attraction and retention
  • lower stress
  • less internal conflict
  • better brand reputation
  • financial results
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4
Q

deshane stokes - ethics and oversight is what you eliminate when you want

A

absolute power

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5
Q

mayur ramgir - actions define character, words define wisdom, treatmet of others defoines

A

the real you

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6
Q

how much trust is required in a transactional realtionship

A

a minimal amount is requied

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7
Q

trust is passive or active?

A

passive

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8
Q

commitment is active or passive

A

active

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9
Q

is trust required for ommitment

A

yes

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10
Q

is commitment reuqired for trust

A

no

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11
Q

what is swift trust (3)

A
  • trust is given unitl person cannot be trusted anymore
  • external motivation for relationship to occurr
  • evaporates quickly when uncertainty arises
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12
Q

is is earned trust (3)

A
  • trust because the other person has proven to be trust worthy
  • depper connection due to shared interest or expereince
  • can suffer some bumps in road but still be fine
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13
Q

is proximity needed ot have a deep and trusting relationshiop

A

no it is not reuiqred

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14
Q

what part of a relatonship does trust define

A

quality

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15
Q

what is Rousseaau’s psychological contract theory

A

it is an individual’s belief in mutual obligations between parties in an exchange relationship

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16
Q

what are the two types of exchange relationshiops

A

transactional and reltional

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17
Q

what are implied psychological contracts

A

mutual obligations characterizing interactions existing at the level of the realtionship

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18
Q

when breaches in psychological contracts are observed, what happens (6)

A
  • quiet quiting
  • quiet termination
  • constructive dismissal
  • abuse of organizations assets, power
  • gossip
  • dissengagemnt
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19
Q

ethical leadership makes a differene in creative

A

energy

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20
Q

potter stewart - ethics is knowing the difference between what you have the right to do and

A

what is the right thing to do

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21
Q

is leadership exlcusive for thise in power

A

no

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22
Q

what is one tangible consequence of poor ledaership

A

money loss

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23
Q

what school though did socrates come up with

A

the rationale being

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24
Q

what does the rationale being talk about

A

one must examine one’s life and
one’s actions in that life. Living better comes from seeking to
live better (be better).

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25
Q

what school of though did aristotle come up with

A

the study of character

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26
Q

what does artistotle’s study of character talk about

A

it talks about excellent character being a precondition for wellbeing and happiness

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27
Q

what dchool of thought did Kant come up with

A

deontology

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28
Q

what does deontology talk about

A

one should act out of respect for humanity and in accodance with rules set for everyone

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29
Q

what school of thought did jeremy ben and john stuart mill come up with

A

Utilitarianism

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30
Q

what does utilitarianism talk about

A

an action is right if it promotes happines

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31
Q

what is adam smiths take on ethics for positive/praiseworthy/beneficiary things (3)

A
  • things done voluntarily to help others
  • focus on hapiness
  • desired state
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32
Q

what is adam smiths take on ethics for negative/blameworthy/justice things (3

A
  • things we restrain ourselves from getting in
  • focus on punishment
  • necessity
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33
Q

ethics rely heavily on judging 2 things

A
  • peoples behaviour
  • receiving feedback
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34
Q

how do we expect people to act

A

as it is socially acceptable

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35
Q

what are internal ethics/fiduciary duty and who do they apple to

A

legal, medical, business - a person or org has fiduciary duty and must put their clients interest ahead of their own

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36
Q

what is moral agency

A

it is how we develop a moral compass for what is right or wrong

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37
Q

how is a moral compass deeloped

A

when we get uncomfortable feelings resulting from doing somthing out of line with morals

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38
Q

what is kohlberg’s theory of moral development

A

it says that moral development ocurs in fixed oredr accross all cultures

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39
Q

what are the parts of the development of morality from kohlberg (6) - important?

A
  • avoid punishment
  • seek rewards
  • good behaviour conforms to intentions and rules
  • doing one’s duty and prosocial behaviour
  • recognize difference between morals and laws
  • worldview is shaped by doing what is right for everyone
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40
Q

does everyone get to the final stage of kohlberg’s theory

A

no

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41
Q

what is H Simon’s overall conclusion on human decisions

A

human decisions tend to satisfice rather than optimize

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42
Q

what is the limit human decisions based on H Simon (3)

A
  • cognitive ability
  • time constraint
  • imperfect information
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43
Q

what is the mental shortcut that poeple take called

A

heuristics

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44
Q

what is Bandura’s moral disengagement

A

moral disengagement is when there is a disconnection between one’s moral standards and one’s actions

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45
Q

what does moral disengagemnt allow for

A

allows for an individual to conduct unethical behaviour wihtou feeling guilt

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46
Q

what are the 4 types of moral disengament

A
  • moral justifiation
  • diffusing responsibility
  • minimizing injurious consequences
  • dehumanizing the victim
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47
Q

what is the difference between morals and values

A

morals develop over life, values are fundamental

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48
Q

what is the difference between morals and ethics

A

ethics - external, socially constructed values
morals - internal and personal

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49
Q

what harm does failing ethically cause (4)

A
  • harm to others
  • poor social reputation
  • negative impact on relationships
  • impact career
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50
Q

what harm does failing morally cause (4)

A
  • harm to others
  • personal psychological injury
  • damage relationships
  • impact to soul
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51
Q

what does it mean when saying the absence of ethics is a slippery slope

A

it refers to people saying that they are more likely to accept other’s unethical behaviour whne ethical degradation happens gradually than in an abrupt shift

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52
Q

what are the 4 aspects of human communication

A
  • sight/observation
  • sound
  • sensing/touch/vibration
  • body position
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53
Q

what is the investigative approach

A

it is a high effort approach to get information out of people with a problem solving focus

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54
Q

what kind of question does investigative approach ask

A

what went wrong?

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55
Q

what is the appreciative inquiry approach

A

it is about curiosity and dialogue

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56
Q

what kind of quesiton is asked in an appreciative inquiry

A

what could have been done differently or better?

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57
Q

what are 4 aspects of active listening

A
  • open to hearing
  • closed for focusing
  • be in the moment
  • ask questions for clarity and accuracy
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58
Q

describe the gift of feedback by Karen

A

feedback is like a gift, dome gifts you cherish and put on the coffee table to remind you, some you put in the closet and forget about

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59
Q

what are the 3 types of feedback

A
  • apreciation
  • coaching
  • evaluation
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60
Q

what is appreciation feedback

A

recognition and rewarding for doing great work and meeting or exceeding standards
- motivates and inspires people

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61
Q

what is coaching feedback

A

help individuals expand performance by identifying gaps or opportunities
- support to improve

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62
Q

what is evaluation feedback

A
  • assess someone against a set of standards to determine performance
  • reality check
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63
Q

what are 5 things to be done when giving difficult feedbakc

A
  • be compassionate
  • be informed
  • be curious
  • discuss, dont lecture
  • focus on corrective action
64
Q

what is aristotles triple filter

A

1 - is it true
2 - is it important, or necessary
3 - is it useful

65
Q

what does lao tzu say about a leaders presence

A

a leader is best when people dont know he exists. when his work is done, the workers say we did it ourselves

66
Q

marquette said that the edication of strong leaders

A

includes trial and error

66
Q

what is the split between leaders born and made

A

70% made
30% born

67
Q

how do awakened leaders desribe walking through life

A

describe it as sleep walking through life until they reached a decison to take control

68
Q

what happened to an awakened leader to decided to take control

A

a share of mistakes and humbling situations prior to awakening

69
Q

what are the 4 points made by kaplan on a leader mindset

A
  • ownership (NOT “why do it?” but “why not do it”)
  • focus on adding value to others
  • willing to act on deeple held values/beliefs
  • in community of similarly switched people
70
Q

what does bazerman say on leader mindset (9)

A
  • build and sustain trust
  • demonstrate values and behavior they want to see in others
  • no favourtism
  • hold people accountable
  • practice and demonstrate effetive communication
  • adopt to change
  • manage stress
  • high emotional stability
  • fair
71
Q

leaders want to great value for who

A

want to create value for all, rather than claim value

72
Q

what are the 4 point from sriram on leader mindset

A
  • challenge mindset
  • essential process to think like a leader
  • relations built on trust respoect, and understanding
  • self awareness of style and impact
73
Q

what does the WEF say on leader mind

A
  • engage in deep thinking
  • extend trust
  • active listening
  • moral authoority - power isnt over people, but through them
  • connect with deepest values
  • leads with purpose
74
Q

muir’s top 5 traits for a leader (important)

A
  • consciences
  • emotional stability
  • agreeableness
  • open to experience
  • extrovertism
75
Q

can agreeableness be counterproductive

A

yes

76
Q

what is the dark side of entitlement

A

you feel you have the right to something through feeling you desesrve the priviledge

77
Q

what is the paradox of power by Keltner

A

it is the cookie monster study where those in authority take the last cookie, interrupt cowokers, multitask in meetings and raise their voice

78
Q

periolous at the top says we dont have an adequate moral compass, so who do we follow?

A

we look to leaders to follow their moral compass

79
Q

perlious at the top - actions of leaders, particualrly unethical ones

A

are capied more often

80
Q

perilous at the top - leaders are most voulnerable to acting

A

unethically and have high opinons of their ethics

81
Q

perilous at the top - leaders justfy their ethics based on

A

positon and education

82
Q

perilous at the top - leaders are overc____ and have en_____ b

A

overconfident and entitlement bias

83
Q

razzetti leader immunity 4 negatives

A
  • hipocracy - do as i say not as i do
  • god complex
  • lack empathy, caring, shame, guilt
  • moral licensing
84
Q

martin, cate and woodruff came up with correlation between growing up in high and low income, what are they

A

higher income - narcissism, reduced engagement
lower income - build easier relations, more effective

85
Q

leadership is most likely ______ and not ______

A

learned, born

86
Q

leaders learn by (3)

A
  • experience (failure and humility)
  • observation
  • educate/train
87
Q

James MacGregor on transfromational leaders

A

a process where leaders and their followers raise one another to higher morality and motivation

88
Q

features of George M Bass transformational leader description (7)

A
  • integrity and fairness
  • sets clear goals
  • high expectations
  • encourages
  • support and recognition
  • looks beyond self interest
  • insipires people
89
Q

3 points to describe transactional leader

A
  • focus on goals
  • ise rewards and punishment
  • reactive in nature
90
Q

3 points to describe transofrmantional leader

A
  • focus on vision
  • use charisma dna enthusiams
  • proactive in nature
91
Q

4 charactersitics of transformational leader (4Is of trans leadership)

A
  • idealized influence
  • inspirational motivation
  • intellectual stimulation
  • individual consideration
92
Q

what is idealized influecce

A

modeling examplaray behaviour that are aligned with organizational goals

93
Q

what is inspirational motivation

A

leader exudes communication excellence and does it with honesty and integrity

94
Q

what is intellectual stimulation

A

a leader who encourages innovation and creativity as well as critical thinking and problem solving

95
Q

what is individual consideration

A

challenge followers to higher level of performance

96
Q

reasesrch what what type of correlation between trasnformational leaders and effectiveness

A

strong link

97
Q

a transofmational leaders goals are the same as what

A

the organizations

98
Q

what mindset do transformatinal leaders have

A

a mindset to streamline or change things that dont work

99
Q

what are 5 pros of trnasformational leadership

A
  • able to communicate new ideas
  • balance long and short term goals
  • good collaboration
  • trust
  • innovative
100
Q

what are 3cons of trnasformational leadership

A
  • poor fit in bureucracy
  • employees take advantage
  • loss of focus on immediate needs
101
Q

based on miller, change innitiative fail what percent of time

A

50

102
Q

what are the two types of change

A

adaptive - small and iterative
transformative - large scale and scope

103
Q

is organizational change management and management of change the same

A

no

104
Q

what is management of change

A

steps on how to transition from one environemtnt to another

105
Q

what are three reasons why organizationla change is hard

A
  • timing of knowledge
  • lack of knowledge
  • poor track record
106
Q

what are the 5 aspects of change

A
  • vision
  • skill
  • initiative
  • resources
  • plan
107
Q

the 5 aspects of change without vison is

A

confusion

108
Q

the 5 aspects of change without skill is

A

anxiety

109
Q

the 5 asects of hange withot initiative is

A

resitance

110
Q

the 5 aspects of change wihtout resources is

A

frsutration

111
Q

what is kotter’s 8 step change model

A
  • create urgency
  • form powerful coalition
  • create vision forc ahnge
  • communicate vision
  • empower action
  • create quikc wins
  • build on change
  • make it stick
112
Q

what is the procsi method of change

A
  • prepare for change
  • manage change
  • sustain change
113
Q

what is the gift of charismaic leadership

A

the gift and ability to persuade others to make them want to volluntarily follow you
- ability to draw and retain attention
- ability to cause a temprorary pause in he evaluation of a message while being overwehelmed by emotion

114
Q

how are emotions overcome by a charismatic leader (3)

A
  • presence - keep attention
  • power - strong confidence
  • warmth - connection, sense of safety
115
Q

traits of a charismatic leader (8)

A
  • excellent communication using all senses
  • great story tellers
  • compelling presence, well mainteained look
  • confident
  • challenges status quo
  • empathy/charisma/compassion
  • clarity of vision/optimistic/conviction
  • control/dominance/risk-taker
116
Q

dangers of a charsimatic leader (8)

A
  • great communication can mask poor intentions
  • demand people odnt think critically because it is treterous towards the cause
  • unchanging in position and blame others
  • arrogance
  • derails consideration of any other option
  • overconfident
  • wont tolerate others charisma
  • demand obediance, loyalty, compliance
117
Q

in rock’s observations, a true teest of character is what people do with

A

power

118
Q

how is abuse done in workplace

A
  • establish, maintain, or extract power
  • destabilize team or individ
  • make isolation personla
  • charisma
119
Q

moral what _____ allows for easier workplace abuse

A

disengagement

120
Q

what is the trickle down method of abuse

A

when there is an abusive supervisor, and the manager becomes abusive and there is infighting amongst coworkers

121
Q

what is the toxic traingle

A

when a destructuve leader has susceptible followers and a conducive environment

122
Q

what 3 things are on the destructive and dysfunctional behaviour scale

A
  • incintivility
  • machiavelian
  • workplace violence
123
Q

what is incintivility

A

when you are rude, snide, cynical, tease, deflect, microagression

124
Q

why might followers become machavelian

A

they might follow because htey see it as a noraml way to act and thus fullfill their responsibility

125
Q

is favouristism buluing in workplace

A

yes

126
Q

what are the 4 parts in Baudura’s social learning

A
  • observation
  • internalization
  • immitation
  • feedback
127
Q

do abusive leaders have enough power in the long term

A

no

128
Q

what does abusive leadership train

A

trains subordinates how to be like you, and they will replace you

129
Q

how do people follow abusive leaders

A

follow by obediance, not loyalty

130
Q

steps to addressing toxic workplace

A
  • behaviour must be disrupted, retrained and reinforced
  • an outside source should push for change
131
Q

how fast can abusive leadership change

A

it takes years

132
Q

what is the best way to stop abusive leadership

A

prevention is best

133
Q

what is the definiton of power

A

ability to impose your will on others through authority

134
Q

what is the directionality in power

A

unidirectinal

135
Q

why do people respond to power

A

becaus they belive there will be consequnces, good or bad

136
Q

what is the definntion of influence

A

ability to modify/shift behaviours and beliefs through cooperation and collaboration

137
Q

what is infleunce built on

A

deeper trust

138
Q

what 3 aspects effects power and influecne

A
  • personal capital (who you are)
  • social capital (where you are)
  • working capital (how you talk)
139
Q

what is personal capital composed of

A

personality, (IQ, EQ, SQ), experience

140
Q

what is contained in personality fo personal capital

A

charisma, freidliness, ability to remeber names/stories

141
Q

describe eq and sq

A

eq - emotional intelligence - understanding of own and other’s emotions
SQ - social intelligence - understanding of group dynamics and ability to read a room

142
Q

what is contained in the expereicne section of personal capital

A
  • relationship reputation
  • people reputation
  • problem solving and decision making skills
143
Q

what is contained within social capital

A
  • status
  • clout
    can be formal or unformal
  • culture
144
Q

what is contained within working capital

A
  • communication style
  • tone
  • delivery strategy
  • physical presence
  • timing
145
Q

what are 7 types of power

A
  • legitimate (authority and formal)
  • reward
  • coercive (threats and consequences)
  • expert
  • informaiton
  • referent
  • ecological
146
Q

what is infromation power

A

Knows where stuff is and can reach that information

147
Q

what is referent power

A

having qualiities that inspire people and make them admire you and want to be like you

148
Q

what is ecological power

A

ability to change ones environment - e.g. ability to move a group online

149
Q

what are 6 methods of increasing influence

A
  • offer assitance
  • stand out as a source (offer valuable infromation)
  • step in to resolve conflicts
  • persuade team members to think differently
  • go above and beyond
  • show interest in others
150
Q

what are the 6 least effective methods of influecing

A
  • exchange offers
  • ingratiation (flattering others)
  • personal appeal (use relationships)
  • coercion/pressure
  • power/authority
151
Q

what are the most effective ways to influence

A
  • rational/logical persuassion
  • inspiration
  • consultation
  • collaboration
152
Q

what is politics about

A

how decisons are made, power and authority

153
Q

where does political power come from

A

ability to understand what other people fear or desire and use it to infleuce their behaviour

154
Q

what is the difference between power, influce, and politicsis considered leading without authority and requires discussion, sharing

A

influence

155
Q

what is the similarity of influnce, power and politics

A

all are about getting others to make decisons or take positions htat you want them to make

453-2 (6 decks)

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