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Foundations of Leadership > Quiz #2 > Flashcards

Quiz #2 Flashcards

1
Q

What are the five reasons why we should NOT trust the MBTI?

A
  1. poor validity
  2. poor reliability
  3. no evidence for dichotomies
  4. lack of objectivity
  5. not comprehensive
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2
Q

What is the Barnum Effect?

A

individuals believe that personality descriptions apply specifically to them, despite the fact that the description could work for anyone

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3
Q

A habitual pattern of thinking, feeling and behavior is a…

A

personality trait.

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4
Q

Where do personality traits come from?

A
  • born w/ predispositions (nature)
  • shaped by our environment (nurture)
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5
Q

What are the Big 5 Personality Traits?

A

OCEAN!
Openness
Conscientiousness
Extraversion
Agreeableness
Neuroticism

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6
Q

Which of the Big 5 Traits is easy to judge?

A

extraversion

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7
Q

Which of the Big 5 Traits is moderately easy to judge?

A

openness
conscientiousness

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8
Q

Which of the Big 5 Traits is hard to judge?

A

agreeableness
neuroticism

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9
Q

What are the strengths of extraversion?

A
  • comfort socially
  • broad network
  • more likely to emerge as leaders
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10
Q

What are the weaknesses of extraversion?

A
  • leading proactive employees
  • impulsivity
  • reliance on external stimulation
  • impact on introverts
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11
Q

What are the strengths of agreeableness?

A
  • favorable image
  • depth of relationships
  • motivation to help others
  • health benefits
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12
Q

What are the weaknesses of agreeableness?

A
  • being taken advantage of
  • compromising values
  • conflict avoidant
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13
Q

What are the strengths of conscientiousness?

A
  • attention, dedication, vigilance
  • more likely to set / pursue / achieve their goals
  • less likely to make mistakes
  • strongest Big 5 Predictor of job performance
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14
Q

What are the weaknesses of conscientiousness?

A
  • blindly rule-following
  • losing sight of the big picture
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15
Q

What are the strengths of neuroticism?

A
  • critical thinking
  • preparation
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16
Q

What are the weaknesses of neuroticism?

A
  • reactions to uncertainty / negative feedback
  • health risks
  • burnout
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17
Q

What are the strengths of openness?

A
  • originality
  • diversity of interests
  • breadth of experiences
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18
Q

What are the weaknesses of openness?

A
  • losing touch with reality
  • losing sight of core values
  • indecision
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19
Q

Motivation concerns the investment of _________ into _________.

A

effort into action

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20
Q

The motivation question of direction asks __________?

A

what?

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21
Q

The motivation question of intensity asks __________?

A

how hard?

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22
Q

The motivation question of persistence asks __________?

A

how long?

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23
Q

What is the EPO model?

A

Effort - Performance - Outcome

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24
Q

The area between Effort and Performance on the EPO model is…

A

expectancy
(If I put forth effort, will I be succeed?)

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25
Q

The area between Performance and Outcome on the EPO model is…

A

instrumentality
(If I perform, will I get rewarded?)

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26
Q

The Outcome on the EPO can also be defined as…

A

valence
(Do I value this reward?)

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27
Q

When there’s no P-O on the EPO Model…

A

there’s no O.
(meaning that the individual doesn’t usually value the outcome if there is no reward.)

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28
Q

What is a potential limitation of the EPO model?

A

Is liking a reward enough for it to be motivating?

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29
Q

Perceived fairness of rewards / outcomes , or “what” you are getting, judged against an allocation standard like equity, is…

A

distributive justice

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30
Q

What are the inputs to equity?

A

what you invest in the job

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31
Q

What are the outputs to equity?

A

what you get from the job

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32
Q

What is likely to happen when you put in HIGH effort, another person puts in LOW effort, and you get the same reward?

A

you will reduce your own effort

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33
Q

What is likely to happen when the other person puts in HIGH effort and you put in LOW effort, but you get the same reward?

A

unknown

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34
Q

Perceived fairness of the processes for allocating rewards / outcomes (not what you get, but how it’s decided) is…

A

procedural justice

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35
Q

Perceived fairness of communication and interpersonal treatment is…

A

interactional justice

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36
Q

True or False: Studies are unclear about whether extrinsic helps or harms intrinsic.

A

TRUE!

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37
Q

As a rule of thumb, in mgmt, you should find ways to reward…

A

productivity AND creativity

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38
Q

Give an example of misdirecting effort and why it is relevant.

A

The Green Giant example with bugs on the conveyor belt - you should not reward an effort that your employees can manipulate / something that doesn’t actually help out the company in the long run.

39
Q

Teams are multiple people who socially interact, are ___________________ for ____________________ and have a high degree of ___________________.

A

mutually accountable;
common goals;
interdependence

40
Q

True or False: Teams often do better than individuals.

A

FALSE! Teams often do worse.

41
Q

What is the formula for actual performance?

A

actual performance =
(potential performance) +
(process gains) - (process losses)

42
Q

What happens as task conflict increases over time?

A

it can turn into relationship conflict, which is bad for overall team performance.

43
Q

Name the three main reasons why relationship conflict is harmful.

A
  1. makes us less receptive to feedback
  2. narrows our attention, limits cognitive processing capacity
  3. absorbs time and energy that could be devoted to that task
44
Q

What kind of task is task conflict HELPFUL for?

A

non-routine, complex

45
Q

What kind of task is task conflict HARMFUL for?

A

simple

46
Q

True or False: Task conflict can help to mitigate group think.

A

TRUE! people often play devil’s advocate.

47
Q

What are some tips for successfully working with a team during task conflict?

A
  • assemble a heterogeneous team
  • establish expectations of vetting, not arguing
  • meet face-to-face when possible
48
Q

True or False: Increasing team size helps teams to flourish.

A

FALSE! as size increases:
- cohesion is hard to maintain
- coordination costs
- social loafing

49
Q

When selecting teams…

A

care should be taken to ensure that candidates can fulfill technical and team roles.

50
Q

What should you do about lovable fools and competent jerks in a team?

A
  • leverage the likeable
  • reform the jerks
51
Q

True or False: A team of all-stars is always the best.

A

FALSE!

52
Q

True or False: You should make your thought process transparent only in advocacy, not in inquiry.

A

FALSE! You should make your thought process transparent for BOTh advocacy and inquiry.

53
Q

When voicing your own logic, you are engaging in…

A

advocacy.

54
Q

When trying to understand others’ logic, you are engaging in…

A

inquiry.

55
Q

Describe SEQUENTIAL decision-making.

A

A –> B –> C –> product / decision

  • timed production and mgmt flows
56
Q

Describe POOLED decision-making.

A

A, B, and C reach consensus about a product / decision simultaneously.

  • combining resources, @ same time
57
Q

Describe RECIPROCAL decision-making.

A

A, B and C in an interconnected circle.

  • adapting to uncertainty
  • interdependence
58
Q

Describe the Asch Line Experiment and what it has to do with conformity.

A

You should know this.

59
Q

What are the factors that influence conformity?

A

(SAME!)
(S)ize
un(A)nimity
collectivist vs. individualist nor(M)s
(E)xpertise

60
Q

What is the Abilene paradox?

A

group members agree to a course of action that none of them wants because each member assumes that the other want it

61
Q

The degree to which group members feel like a team and are motivated to stay in a group is…

A

team cohesion

62
Q

Name some factors that influence team cohesion.

A

GGG,GSS
(all the g’s are groups, the s’s are spent and similarity)

  • small groups
  • group goals
  • time spent together
  • competition w other groups
  • group-level rewards
  • similarity
63
Q

True or False: Team coordination over a long period of time increases.

A

On the whole, TRUE!

64
Q

A set of shared schema (values, beliefs, assumptions) that determine (un) acceptable behavior.

A

organizational culture

65
Q

Org. culture functions as a _______ _______ system.

A

social control!

66
Q

True or False: When an organization has a strong culture, there is more need for mgmt to establish formal rules and regulations.

A

FALSE - there is LESS need!

67
Q

Shared statements about what is good or bad in an org. are…

A

espoused values

68
Q

What is actually prioritized, rewarded or punished in an org. are…

A

enacted values

69
Q

In a strong culture, values are… (3)

A

values are…
1. widely shared
2. strongly held
3. simple

70
Q

What are some benefits of strong organizational culture?

A
  • selection and retention
  • identity and motivation
  • sense making and control
71
Q

What are some downsides of strong organizational culture?

A
  • cult-like features (unwillingness to question beliefs, blind obedience / conformity, superiority)
  • make change difficult
  • difficult to change
    (with mergers, for example)
72
Q

What are the drivers of culture?

A

FIRTH
(F)it of selected people
(I)mprint of the founders
Socialization of new (R)ecruits
(T)op mgmt as role models
(H)istory of the organization

73
Q

What keeps culture strong?

A

A-S-A framework!

Attraction - Attrition - Selection

74
Q

True or False: If you share company values, you’re more likely to be hired and then more likely to stay.

A

TRUE!

75
Q

Which of the Big 5 Traits tend to increase over time?

A

Conscientiousness and Agreeableness

76
Q

Which of the Big 5 Traits tends to decrease over time?

A

Neuroticism

77
Q

What is a “referent comparison?”

A

comparing your input-output ratio to those of similar others

78
Q

How do recent studies vs. early studies of extrinsic-intrinsic reward relationship compare?

A
  • early studies: extrinsic hurts intrinsic, reduces feelings of autonomy
  • recent studies: helpful to one another, people like to get rewarded
79
Q

What influence does EXTRINSIC motivation have on the quality and quantity of work?

A

effects quantity, not quality

80
Q

What influence does INTRINSIC motivation have on the quality and quantity of work?

A

effects both quantity and quality

81
Q

True or False: Extrinsic motivation often strengthens intrinsic motivation.

A

TRUE!

82
Q

What is team “viability?”

A

when the team retains the ability to work well together in the future

83
Q

Baseball is an example of a (pooled/sequential/reciprocal) decision-making structure.

A

pooled

84
Q

Basketball is an example of a (pooled/sequential/reciprocal) decision-making structure.

A

reciprocal

85
Q

Football is an example of a (pooled/sequential/reciprocal) decision-making structure.

A

sequential

86
Q

What are examples of things under the “artifacts and practices” of organizational structure?

A
  • verbal (stories, jargon, jokes)
  • physical (dress, layout)
  • norms and rules of conduct
87
Q

On average, which of the following is true of employees who are
higher (versus lower) in agreeableness?

A. They have a more favorable image
B. They are more comfortable with conflict
C. They experience fewer long-term health benefits
D. All of the above

A

A - They have a more favorable image.

88
Q

The attraction-selection-attrition (ASA) framework suggest that
employees whose values align with an organization’s values…

A. Are more likely to apply to the organization
B. Are more likely to be hired by the organization
C. Are more likely to stay with the organization
D. A and B
E. B and C
F. A and C
G. A and B and C

A

G - They are more likely to apply, be hired and stay.

89
Q

You are working with your company to create a new hiring program.
Your boss asks you which personality trait tends to be the strongest predictor of job performance. You respond by saying…

A. Openness
B. Conscientiousness
C. Extraversion
D. Agreeableness
E. Neuroticism (emotional reactivity)

A

B - Conscientiousness

90
Q

Your colleague at work put in the same amount of effort as you but received a larger holiday bonus. Based on our discussion, what is your colleague’s most likely response to getting a larger bonus than you?

A. Increase the effort they put into their job
B. Reduce the effort they put into their job
C. Keep putting the same amount of effort into their job
D. Any of the above are possible (findings are mixed)

A

D - Any of the above are possible.

91
Q

Which of the following is NOT a reason we discussed for why
relationship conflict harms team performance?

A. It distracts members from the task at hand
B. It increases members’ susceptibility to groupthink
C. It reduces members’ energy and processing capacity
D. It makes members less receptive to each other’s suggestions
E. All of the above are reasons for why relationship conflict harms
team performance

A

B - Task conflict is good because it helps a group’s ability to NOT groupthink. (Has nothing to do with relationship conflict.)

92
Q

Based on our discussion, which of the following is NOT a potential risk of extrinsic rewards?

A. Creating inequity
B. Misdirecting effort
C. Reducing feelings of competence
D. A and B
E. B and C
F. A and C
G. A and B and C

A

C

93
Q

It is particularly important to make your thought process transparent
in situations that call for…

A. Advocacy
B. Inquiry
C. Both of the above equally

A

C - Make your thought process transparent for BOTH advocacy and inquiry.

94
Q
A

Foundations of Leadership (2 decks)

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