SHRM BASK

Question 1

Leadership Theories/Types

Answer 1

1.Situational Leadership - Developed by Paul Hersey and Kenneth Blanchard. Suggests that effective leaders are those who can adapt their leadership style based on the readiness or maturity of their followers or the task at hand.

2. Transformational Leadership - focuses on inspiring and motivating followers to achieve their full potential and exceed their own expectations. Transformational leaders often exhibit charisma, vision
3. Participative Leadership - also known as democratic leadership, involves leaders including team members in the decision-making process. This approach values input from all members and seeks to foster a sense of collaboration and shared responsibility
4. Inclusive Leadership - emphasizes creating an environment where everyone feels valued, respected, and included. Inclusive leaders actively seek and welcome diverse perspectives and backgrounds.

Question 2

Leader-member exchange theory

Answer 2

Theory focuses on the individualized relationships leaders develop with their followers, emphasizing the impact of these relationships on job satisfaction, commitment, and overall performance.

Question 3

Trait Theory

Answer 3

theory that focuses on identifying the traits or characteristics that make individuals effective leaders.

This theory suggests that certain inherent qualities contribute to effective leadership.

Question 4

Contingency theory

Answer 4

theory that emphasizes the importance of adapting leadership styles and approaches based on the specific circumstances or contingencies of a given situation.

Summary: There is no one-size-fits-all!

Question 5

Situational Leadership Management Techniques

Answer 5

Coaching, directing, supporting, delegating, mentoring

Question 6

Goal-setting theory

Answer 6

suggests that setting specific and challenging goals can lead to higher levels of performance and motivation.

Dveloped by psychologist Edwin Locke and Gary Latham

Context: highlights the importance of clear objectives in driving employee behavior and achievement.

Question 7

Attribution theory

Answer 7

involves understanding how individuals interpret events, attribute causes to behaviors or outcomes, and using this understanding to enhance communication, teamwork, and performance within an organization.

It was developed by social psychologists Harold Kelley and Bernard Weiner.

Question 8

Equity theory

Answer 8

psychological concept that focuses on individuals’ perceptions of fairness in social exchanges. It was developed by J. Stacy Adams in the 1960s

Equity theory in HR involves creating and maintaining systems, policies, and practices that are perceived as fair and just by employees.

Question 9

Herzberg’s 2-factor theory

Answer 9

This theory suggests that there are two sets of factors that influence people’s job satisfaction and motivation at work. Herzberg classified these factors into two categories:

1. motivators (or satisfiers) and
2. hygiene factors (or dissatisfiers)

Question 10

Motivators (Satisfiers)

Answer 10

These factors are related to the content of the work itself and contribute to positive feelings and a sense of fulfillment.

1. Nature of the Work
2. Achievement
3. Recognition
   4.Responsibility
4. Advancement

Question 11

Hygiene Factors (Dissatisfiers)

Answer 11

Hygiene factors, when lacking or inadequate, can cause dissatisfaction but, when present, do not necessarily lead to increased job satisfaction. They are considered necessary for maintaining a baseline level of contentment but are not motivators in themselves.

1. Company Policy
2. Supervision
3. Working Conditions
4. Salary
5. Relationships

Question 12

Influence & Persuasion Techniques

Answer 12

1. personal appeal - appealing to personal characteristics and popularity.
2. forming coalitions - Leaders may use coalition-building to navigate organizational politics, influence decision-making, or garner support
3. leading by example - effective for establishing credibility and inspiring others.
4. rational persuasion - effective when dealing with analytical or fact-based decision-making processes.

Question 13

Opt-in/Opt-out policies

Answer 13

Defined in order to respect individual choices, privacy, and compliance with regulations.

HR might adopt an opt-in strategy for employee benefits but an opt-out strategy for voluntary trainings.

Opt-out policies are often used in scenarios where participation is considered the norm, and individuals are given the choice to withdraw or decline involvement.

Question 14

Steps to creating an inclusive workplace

Answer 14

executive sponsorship; leadership buy-in; allyship; unconscious-bias training; employee resource
groups; mentorship; diversity metrics; psychological safety; using preferred gender pronouns

Question 15

Examples of Unconscious or Conscious Bias

Answer 15

affinity bias - Affinity bias, also known as similarity bias, the tendency to favor people who are similar to you.

social comparison bias - tendency of individuals to benchmark themselves/compare to other people.

neurodiversity bias - prejudice or discrimination faced by individuals with neurological differences, such as autism, ADHD, or dyslexia

microaggressions - subtle, often unintentional, verbal or behavioral slights or insults that convey negative messages about a person’s identity, background, or characteristics.

cultural taxation - often occurs in diverse workplaces where individuals from certain backgrounds may be called upon to represent or educate others about their culture, experiences, or perspectives

Question 16

Conflict Resolution Strategies

Answer 16

1. accommodation
2. collaboration
3. compromise
4. competition
5. avoidance

Question 17

Negotiation Tactics

Answer 17

1. perspective taking
2. integrative bargaining - integrative focuses on finding mutually beneficial solutions
3. auction
4. interest-based bargaining/collaboration
5. position-based bargaining

Question 18

Edward T. Hall: Cultural Dimensions Model

Answer 18

High-Context vs. Low-Context Communication:
where high-context cultures rely on non-verbal cues and shared context for communication, while low-context cultures emphasize explicit verbal communication.

Monochronic vs. Polychronic Time: categorizing cultures as either monochronic (focused on linear time and scheduling) or polychronic (flexible with time and multitasking).

Question 19

Edgar Schein: Organizational Culture Model

Answer 19

Schein identifies three levels of organizational culture:

1. artifacts and behaviors (visible)
2. values (stated beliefs and strategies), and
3. assumptions (unconscious, taken-for-granted beliefs).

culture becomes embedded in an organization over time and influences beh

Question 20

Fons Trompenaars: Seven Dimensions of Culture

Answer 20

Universalism vs. Particularism: Examines the extent to which rules are applied universally or based on specific circumstances.

Individualism vs. Communitarianism: Focuses on the importance of the individual versus the group.

Neutral vs. Emotional: Explores the expression and control of emotions.

Specific vs. Diffuse: Examines the separation or integration of personal and work relationships.

Question 21

Resource Group Vs. a Focus Group

Answer 21

Employee Resource Groups are voluntary, employee-led organizations within a company that focus on a shared characteristic or background, such as gender, race, ethnicity, sexual orientation, or interests.

Focus groups are structured discussions with a small group of participants who share their opinions, perceptions, and feedback on a specific topic or issue. A moderator facilitates the discussion to gather qualitative insights.