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
2
Q
who is at risk of unethical leaders
A
the worker ,their faimly, collegues, customers, shareholders, stakeholders, orgnization, industry, community
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
4
Q
deshane stokes - ethics and oversight is what you eliminate when you want
A
absolute power
5
Q
mayur ramgir - actions define character, words define wisdom, treatmet of others defoines
A
the real you
6
Q
how much trust is required in a transactional realtionship
A
a minimal amount is requied
7
Q
trust is passive or active?
A
passive
8
Q
commitment is active or passive
A
active
9
Q
is trust required for ommitment
A
yes
10
Q
is commitment reuqired for trust
A
no
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
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
13
Q
is proximity needed ot have a deep and trusting relationshiop
A
no it is not reuiqred
14
Q
what part of a relatonship does trust define
A
quality
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
16
Q
what are the two types of exchange relationshiops
A
transactional and reltional
17
Q
what are implied psychological contracts
A
mutual obligations characterizing interactions existing at the level of the realtionship
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
19
Q
ethical leadership makes a differene in creative
A
energy
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
21
Q
is leadership exlcusive for thise in power
A
no
22
Q
what is one tangible consequence of poor ledaership
A
money loss
23
Q
what school though did socrates come up with
A
the rationale being
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).
25
what school of though did aristotle come up with
the study of character
26
what does artistotle's study of character talk about
it talks about excellent character being a precondition for wellbeing and happiness
27
what dchool of thought did Kant come up with
deontology
28
what does deontology talk about
one should act out of respect for humanity and in accodance with rules set for everyone
29
what school of thought did jeremy ben and john stuart mill come up with
Utilitarianism
30
what does utilitarianism talk about
an action is right if it promotes happines
31
what is adam smiths take on ethics for positive/praiseworthy/beneficiary things (3)
- things done voluntarily to help others
- focus on hapiness
- desired state
32
what is adam smiths take on ethics for negative/blameworthy/justice things (3
- things we restrain ourselves from getting in
- focus on punishment
- necessity
33
ethics rely heavily on judging 2 things
- peoples behaviour
- receiving feedback
34
how do we expect people to act
as it is socially acceptable
35
what are internal ethics/fiduciary duty and who do they apple to
legal, medical, business - a person or org has fiduciary duty and must put their clients interest ahead of their own
36
what is moral agency
it is how we develop a moral compass for what is right or wrong
37
how is a moral compass deeloped
when we get uncomfortable feelings resulting from doing somthing out of line with morals
38
what is kohlberg's theory of moral development
it says that moral development ocurs in fixed oredr accross all cultures
39
what are the parts of the development of morality from kohlberg (6) - important?
- 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
40
does everyone get to the final stage of kohlberg's theory
no
41
what is H Simon's overall conclusion on human decisions
human decisions tend to satisfice rather than optimize
42
what is the limit human decisions based on H Simon (3)
- cognitive ability
- time constraint
- imperfect information
43
what is the mental shortcut that poeple take called
heuristics
44
what is Bandura's moral disengagement
moral disengagement is when there is a disconnection between one's moral standards and one's actions
45
what does moral disengagemnt allow for
allows for an individual to conduct unethical behaviour wihtou feeling guilt
46
what are the 4 types of moral disengament
- moral justifiation
- diffusing responsibility
- minimizing injurious consequences
- dehumanizing the victim
47
what is the difference between morals and values
morals develop over life, values are fundamental
48
what is the difference between morals and ethics
ethics - external, socially constructed values
morals - internal and personal
49
what harm does failing ethically cause (4)
- harm to others
- poor social reputation
- negative impact on relationships
- impact career
50
what harm does failing morally cause (4)
- harm to others
- personal psychological injury
- damage relationships
- impact to soul
51
what does it mean when saying the absence of ethics is a slippery slope
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
52
what are the 4 aspects of human communication
- sight/observation
- sound
- sensing/touch/vibration
- body position
53
what is the investigative approach
it is a high effort approach to get information out of people with a problem solving focus
54
what kind of question does investigative approach ask
what went wrong?
55
what is the appreciative inquiry approach
it is about curiosity and dialogue
56
what kind of quesiton is asked in an appreciative inquiry
what could have been done differently or better?
57
what are 4 aspects of active listening
- open to hearing
- closed for focusing
- be in the moment
- ask questions for clarity and accuracy
58
describe the gift of feedback by Karen
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
59
what are the 3 types of feedback
- apreciation
- coaching
- evaluation
60
what is appreciation feedback
recognition and rewarding for doing great work and meeting or exceeding standards
- motivates and inspires people
61
what is coaching feedback
help individuals expand performance by identifying gaps or opportunities
- support to improve
62
what is evaluation feedback
- assess someone against a set of standards to determine performance
- reality check
63
what are 5 things to be done when giving difficult feedbakc
- be compassionate
- be informed
- be curious
- discuss, dont lecture
- focus on corrective action
64
what is aristotles triple filter
1 - is it true
2 - is it important, or necessary
3 - is it useful
65
what does lao tzu say about a leaders presence
a leader is best when people dont know he exists. when his work is done, the workers say we did it ourselves
66
marquette said that the edication of strong leaders
includes trial and error
66
what is the split between leaders born and made
70% made
30% born
67
how do awakened leaders desribe walking through life
describe it as sleep walking through life until they reached a decison to take control
68
what happened to an awakened leader to decided to take control
a share of mistakes and humbling situations prior to awakening
69
what are the 4 points made by kaplan on a leader mindset
- 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
what does bazerman say on leader mindset (9)
- 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
leaders want to great value for who
want to create value for all, rather than claim value
72
what are the 4 point from sriram on leader mindset
- challenge mindset
- essential process to think like a leader
- relations built on trust respoect, and understanding
- self awareness of style and impact
73
what does the WEF say on leader mind
- 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
muir's top 5 traits for a leader (important)
- consciences
- emotional stability
- agreeableness
- open to experience
- extrovertism
75
can agreeableness be counterproductive
yes
76
what is the dark side of entitlement
you feel you have the right to something through feeling you desesrve the priviledge
77
what is the paradox of power by Keltner
it is the cookie monster study where those in authority take the last cookie, interrupt cowokers, multitask in meetings and raise their voice
78
periolous at the top says we dont have an adequate moral compass, so who do we follow?
we look to leaders to follow their moral compass
79
perlious at the top - actions of leaders, particualrly unethical ones
are capied more often
80
perilous at the top - leaders are most voulnerable to acting
unethically and have high opinons of their ethics
81
perilous at the top - leaders justfy their ethics based on
positon and education
82
perilous at the top - leaders are overc____ and have en_____ b
overconfident and entitlement bias
83
razzetti leader immunity 4 negatives
- hipocracy - do as i say not as i do
- god complex
- lack empathy, caring, shame, guilt
- moral licensing
84
martin, cate and woodruff came up with correlation between growing up in high and low income, what are they
higher income - narcissism, reduced engagement
lower income - build easier relations, more effective
85
leadership is most likely ______ and not ______
learned, born
86
leaders learn by (3)
- experience (failure and humility)
- observation
- educate/train
87
James MacGregor on transfromational leaders
a process where leaders and their followers raise one another to higher morality and motivation
88
features of George M Bass transformational leader description (7)
- integrity and fairness
- sets clear goals
- high expectations
- encourages
- support and recognition
- looks beyond self interest
- insipires people
89
3 points to describe transactional leader
- focus on goals
- ise rewards and punishment
- reactive in nature
90
3 points to describe transofrmantional leader
- focus on vision
- use charisma dna enthusiams
- proactive in nature
91
4 charactersitics of transformational leader (4Is of trans leadership)
- idealized influence
- inspirational motivation
- intellectual stimulation
- individual consideration
92
what is idealized influecce
modeling examplaray behaviour that are aligned with organizational goals
93
what is inspirational motivation
leader exudes communication excellence and does it with honesty and integrity
94
what is intellectual stimulation
a leader who encourages innovation and creativity as well as critical thinking and problem solving
95
what is individual consideration
challenge followers to higher level of performance
96
reasesrch what what type of correlation between trasnformational leaders and effectiveness
strong link
97
a transofmational leaders goals are the same as what
the organizations
98
what mindset do transformatinal leaders have
a mindset to streamline or change things that dont work
99
what are 5 pros of trnasformational leadership
- able to communicate new ideas
- balance long and short term goals
- good collaboration
- trust
- innovative
100
what are 3cons of trnasformational leadership
- poor fit in bureucracy
- employees take advantage
- loss of focus on immediate needs
101
based on miller, change innitiative fail what percent of time
50
102
what are the two types of change
adaptive - small and iterative
transformative - large scale and scope
103
is organizational change management and management of change the same
no
104
what is management of change
steps on how to transition from one environemtnt to another
105
what are three reasons why organizationla change is hard
- timing of knowledge
- lack of knowledge
- poor track record
106
what are the 5 aspects of change
- vision
- skill
- initiative
- resources
- plan
107
the 5 aspects of change without vison is
confusion
108
the 5 aspects of change without skill is
anxiety
109
the 5 asects of hange withot initiative is
resitance
110
the 5 aspects of change wihtout resources is
frsutration
111
what is kotter's 8 step change model
- create urgency
- form powerful coalition
- create vision forc ahnge
- communicate vision
- empower action
- create quikc wins
- build on change
- make it stick
112
what is the procsi method of change
- prepare for change
- manage change
- sustain change
113
what is the gift of charismaic leadership
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
how are emotions overcome by a charismatic leader (3)
- presence - keep attention
- power - strong confidence
- warmth - connection, sense of safety
115
traits of a charismatic leader (8)
- 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
dangers of a charsimatic leader (8)
- 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
in rock's observations, a true teest of character is what people do with
power
118
how is abuse done in workplace
- establish, maintain, or extract power
- destabilize team or individ
- make isolation personla
- charisma
119
moral what _____ allows for easier workplace abuse
disengagement
120
what is the trickle down method of abuse
when there is an abusive supervisor, and the manager becomes abusive and there is infighting amongst coworkers
121
what is the toxic traingle
when a destructuve leader has susceptible followers and a conducive environment
122
what 3 things are on the destructive and dysfunctional behaviour scale
- incintivility
- machiavelian
- workplace violence
123
what is incintivility
when you are rude, snide, cynical, tease, deflect, microagression
124
why might followers become machavelian
they might follow because htey see it as a noraml way to act and thus fullfill their responsibility
125
is favouristism buluing in workplace
yes
126
what are the 4 parts in Baudura's social learning
- observation
- internalization
- immitation
- feedback
127
do abusive leaders have enough power in the long term
no
128
what does abusive leadership train
trains subordinates how to be like you, and they will replace you
129
how do people follow abusive leaders
follow by obediance, not loyalty
130
steps to addressing toxic workplace
- behaviour must be disrupted, retrained and reinforced
- an outside source should push for change
131
how fast can abusive leadership change
it takes years
132
what is the best way to stop abusive leadership
prevention is best
133
what is the definiton of power
ability to impose your will on others through authority
134
what is the directionality in power
unidirectinal
135
why do people respond to power
becaus they belive there will be consequnces, good or bad
136
what is the definntion of influence
ability to modify/shift behaviours and beliefs through cooperation and collaboration
137
what is infleunce built on
deeper trust
138
what 3 aspects effects power and influecne
- personal capital (who you are)
- social capital (where you are)
- working capital (how you talk)
139
what is personal capital composed of
personality, (IQ, EQ, SQ), experience
140
what is contained in personality fo personal capital
charisma, freidliness, ability to remeber names/stories
141
describe eq and sq
eq - emotional intelligence - understanding of own and other's emotions
SQ - social intelligence - understanding of group dynamics and ability to read a room
142
what is contained in the expereicne section of personal capital
- relationship reputation
- people reputation
- problem solving and decision making skills
143
what is contained within social capital
- status
- clout
can be formal or unformal
- culture
144
what is contained within working capital
- communication style
- tone
- delivery strategy
- physical presence
- timing
145
what are 7 types of power
- legitimate (authority and formal)
- reward
- coercive (threats and consequences)
- expert
- informaiton
- referent
- ecological
146
what is infromation power
Knows where stuff is and can reach that information
147
what is referent power
having qualiities that inspire people and make them admire you and want to be like you
148
what is ecological power
ability to change ones environment - e.g. ability to move a group online
149
what are 6 methods of increasing influence
- 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
what are the 6 least effective methods of influecing
- exchange offers
- ingratiation (flattering others)
- personal appeal (use relationships)
- coercion/pressure
- power/authority
151
what are the most effective ways to influence
- rational/logical persuassion
- inspiration
- consultation
- collaboration
152
what is politics about
how decisons are made, power and authority
153
where does political power come from
ability to understand what other people fear or desire and use it to infleuce their behaviour
154
what is the difference between power, influce, and politicsis considered leading without authority and requires discussion, sharing
influence
155
what is the similarity of influnce, power and politics
all are about getting others to make decisons or take positions htat you want them to make
