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MPL > Week 5: Leaders are only human > Flashcards

Week 5: Leaders are only human Flashcards

1
Q

Being perceived as somebody who shows their emotions in a sincere way, is important for a leader, because…

A

people will tend to mistrust you and that has far reaching consequences

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2
Q

Leader emotions also can be contagious. Conscious cognitive processes:

A

you try to understand why the leader is feeling something
and when you do so, you start to feel it yourself. Research supports cognitive processing as
main reason for contagion

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3
Q

Leader emotions also can be contagious. 2. (Un)conditioned emotional responses:

A

e.g. every time I see somebody crying I have to hold my own tears

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4
Q

Leader emotions also can be contagious. Mimicry:

A

people tend to mimic other people, you take over the facial expressions of the
postures, especially when you like someone, and when you take over these expressions you
might experience the same emotions

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5
Q

circumplex model of affect, 2 dimensions:

A

Arousal (negatief / positief) & valance (activation / deactivation oftewel actief/passief)

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6
Q

Stereotypes about gender and emotion:
 The assessment of the leader after emotional display depends on whether the emotion expressed is gender endorsed or not (based on stereotypes!). Which emotion is stereotypical for men and women?

A

Anger / sad

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7
Q

People use these leader emotions to interpret the situation. So if they are not sure what is going on, they look how the leader reacts to make sense of the situation. How does this help followers and what is the effect when you ‘identify’ more to the leadeR?

A

When you identify more with the leader or the leader is closer to you, you catch these
emotions more clearly and you are more influenced by a leader’s emotions

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8
Q

Article van Kleef et al. Leader emotions and performance discuss what?

A

Leader emotions depend on subordinates’ motivation to process information, how much attention they paid to it (i.e. epistemic motivation)- People tend to differ in epistemic motivation: having a clear and good understanding of what is going on (high: see a lot of details in what is going on, low: schematic idea about what is going
on, more looking for the heuristics)

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9
Q

Epistemic motivation =

A

Having a good understanding of your own motivation and situational knowledge

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10
Q

Van Kleef proposes two ways of how emotions can affect a teams performance :

A

Strategic and affective

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11
Q

Emotions convey task-relevant information that may trigger strategic inferences. Strategic / affective?

A

Strategic

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12
Q

A leader’s anger may instill negative impressions in followers, which may in turn decrease motivation and performance. Strategic / affective?

A

Affective

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13
Q

Systematic and affective have opposite reactions and here comes the epistemic motivation into play: 1. High epistemic motivation  task-relevant info
Boss happy –> ?
Boss angry –> ?

A

Boss happy –> perf. OK –> relax!
Boss angry –> perf. Bad –> improve!

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14
Q

Systematic and affective have opposite reactions and here comes the epistemic motivation into play: Low epistemic motivation - affect
Boss happy –> ?
Boss angry –> ?

A

Boss happy –> I like boss –> work hard
Boss angry –> i do not like boss –> relax!

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15
Q

System justification theory

A

Both people in high and low places justify their place in the hierarchy

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16
Q

Metamorphic effect -

A

subordinates do well → people in power attribute sub’success to themselves

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17
Q

Charactistics of people with unstable power:

A

Anxious. More negative towards subordinates. Due to metamorphic effects: good/bad work subordinate will rub off on leader

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18
Q

Name one example of the effect of the negative expectancy of people with unstable power:

A

Negative expectancies have effects on subordinates as well: they rated their own performance lower

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19
Q

Why isn’t it smart to have a threatening situation for powerful people?

A

More anxious leader & less distribution of money to subordinates & subordinates rate themselves less & boss expectancy of subordinates is more negative

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20
Q

What is the title of the research from Lewis?

A

When leaders display emotions

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21
Q

According to Lewis, what do people do based on their leader’s emotions?

A

People draw conclusions about traits of the leader.

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22
Q

How do leaders often express positive emotions to motivate followers?(Lewis)

A

Leaders often express positive emotions such as enthusiasm (active positive) and satisfaction (passive positive).

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23
Q

What might be the consequences of leaders expressing positive emotions?(Lewis)

A

Expressing these positive emotions can have inspiring and motivating consequences.

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24
Q

What negative emotions can negatively impact a follower’s emotional state and motivation level?(Lewis)

A

Negative emotions such as sadness (passive negative) and anger (active negative).

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25
Q

How might negative emotions affect followers’ perceptions of leadership effectiveness and credibility?(Lewis)

A

Negative emotions can affect followers’ perceptions of the leader’s effectiveness and credibility.

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26
Q

Leader emotions can also be contagious. There are three ways an individual can adopt another person’s emotion; name these 3 and explain them. (Lewis)

A
  1. Conscious cognitive processes ( main reason for contaigon); understand why the leader is feeling something and when you do so, you start to feel it yourself.
  2. (Un)conditioned emotional reactions: emotional without empathy - unconditioned or conditioned;
  3. Mimicry: you take over the facial expressions of others, especially when you like someone, and when you take over- experience same emotions.
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27
Q

Which model is used to describe followers’ affective responses according to Lewis?

A

The circumplex model of affect.

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28
Q

How can followers’ affective responses be described according to the circumplex model of affect? (Lewis)

A

According to the circumplex model of affect, positive and negative emotions can range from active to passive.

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29
Q

Besides emotions as indications of traits, what do followers do to judge a leader’s emotional expression?(Lewis)

A

Followers evaluate emotional expression according to social and role norms for leader behaviors.

30
Q

How is negative expression of emotions considered in relation to a leader’s judgment, according to Lewis’ research?

A

Negative expression of emotions is considered a sign of poor judgment on the part of the leader. Expressing anger and sadness is perceived as outside the norms of the leadership role, indicating a lack of emotional control and a lack of self-confidence.

31
Q

How are women leaders often perceived regarding their leadership style and effectiveness, according to the research of Lewis?

A
  • More different leadership styles than men;
  • their effectiveness is often judged differently.
32
Q

What effect do traditional gender expectations have on followers’ assessment of a leader’s emotions?(Lewis)

A

Traditional gender expectations affect how followers judge a leader’s emotions, with a differentiation in acceptance based on matching gender stereotypes (anger for men, sadness for women).

33
Q

What is expected when a leader expresses emotions inconsistent with traditional gender expectations?(Lewis)

A

When a leader expresses emotions inconsistent with traditional expectations about gender (sex), it is expected to lead to a less positive evaluation of that leader.

34
Q

What are the effects of a leader expressing sadness on the arousal of followers, and how does this differ from expressing anger?(Lewis)

A

Expressing sadness reduces followers’ arousal, while anger increases followers’ arousal.

35
Q

How were women leaders rated for leadership effectiveness when expressing anger or sadness compared to showing no emotion, according to Lewis’ results?

A

Women leaders were rated lower on leader effectiveness when expressing either anger or sadness versus no emotion

36
Q

How were male leaders rated in terms of leadership effectiveness when they expressed anger or showed no emotion, and how did this differ for expressing sadness? (Lewis)

A

Men leaders were rated the same on leader effectiveness when expressing anger or no emotion, and lower for expressing sadness

37
Q

What are the 3 moderators of leader emotions on follower affective responses and actions? (Lewis)

A
  1. A follower pre-existing attitude towards leaders may magnify the effects of the emotion (e.g. perceptions of trust, integrity or credibility);
  2. Trust: this may develop when followers feel a leader cares about them;
  3. Identification with the leader.
38
Q

Who are the researchers of the paper “When the boss feels inadequate. Power, incompetence and aggression.”

A

Fast & Chen

39
Q

What does the Social-functional approach to emotion entail? (Kleef et al.,)

A

Focuses on how an individual’s emotional expressions can influence the cognitions, impressions and behavior of others.

40
Q

What are the important social functions and consequences of emotions according to the Social-functional approach to emotion?(Kleef et al.,)

A

They influence not only the behavior of those who experience the emotions, but also the behavior of others.

41
Q

Explain the concept of Epistemic motivation (Kleef et al.,)

A

The extent to which team members desire to develop and maintain a rich and accurate understanding of situations

42
Q

Explain the difference between high epistemic motivation and low epistemic motivation (Kleef et al.,)

A
  • High epistemic motivation: members will pay attention to the meaning of emotion, and the task-relevant information pathway will be more potent – systematic and thorough information processing.
  • Low epistemic motivation: members will passively catch emotions, and the affective pathway will be more powerful – heuristic information processing
43
Q

According to Kleef et al.,, there are 2 pathways to emotional influence. Name and explain them both.

A

1) Affective reactions pathway: involves emotional expressions influencing others by evoking emotional responses, which can then influence their behavior.

2)Task-relevant information pathway: implies that emotional expressions are consistent with the positive or negative nature of the information being communicated.

44
Q

What do Fast & Chen highlight in their results about the importance of experiencing personal competence for people in positions of power?

A

Individuals in positions of power who do not feel personally competent are more likely to act out on others than those who feel competent.

45
Q

What is the name of Kleef et al., research?

A

Searing sentiment or cold calculation? The effects of leader emotional displays on team performance depend on follower epistemic motivation.

46
Q

According to Kleef et al, what factor plays a role in team members’ choice to let their own emotions guide them or follow the emotional expressions of the leader?

A

The level of epistemic motivation of the team.

47
Q

What does Kleef et al. imply, about the effectiveness of leader expressions of anger and joy, depending on the level of epistemic motivation of the team?

A

That joy is more effective for teams with low epistemic motivation, while anger is more effective for teams with high epistemic motivation.

48
Q

What is the title of the research from Georgesen and Harris?

A

Holding on to power: Effects of powerholders’ positional instability and expectancies on interactions with subordinates.

49
Q

According to Georgesen and Harris, people in positions of power are more likely to have a negative view of their subordinates. Name the 3 theories they use to support this statement.

A
  • Metamorphic effects;
  • System justification theory;
  • Social domincance theory;
50
Q

Explain “Methamorphic effects” (Georgesen and Harris)

A

The idea that when you are in a powerful position you can make people do things and as a result, when they do well, you might attribute it to yourself.

51
Q

Explain “System justification theory” (Georgesen and Harris)

A

(for those high and low in hierarchy): idea that people justify the hierarchy and interestingly it says that people high in the hierarchy intent do justify the situation like I deserve to be here on top, but those low in hierarchy think the same.

52
Q

Explain “Social Dominance Theory” (Georgesen and Harris)

A

Members of high status or dominant groups are motivated to maintain their privileged status and have prejudicial beliefs and attitudes suggesting that lower-status individuals have somehow come to deserve their disadvantaged position.

53
Q

Why do people in positions of power need to constantly monitor their position, especially if it is unstable? (Georgesen and Harris)

A

They must be aware of threats because people in positions of power must constantly watch for the stability of their position.

54
Q

What is meant by the self-fulfilling nature of beliefs held by those in power with regards to subordinates? (Georgesen and Harris)

A

The expectations and beliefs that powerful people have about their subordinates can be self-fulfilling, with these expectations influencing the behavior of subordinates, thus confirming the original expectations.

55
Q

Explain the “Power-as-control model” (Georgesen and Harris)

A

Powerholders stereotype subordinates because they either lack the cognitive resources or the motivation to engage in more individuated processing of subordinates

56
Q

In Georgesen & Harris’ experiment, they manipulate the power relationship (boss versus employee) and give participants the task of solving a parking problem and coming up with solutions. In addition, the boss must divide $55 between himself and the employee. What are the results regarding managers with unstable power and negative expectations about subordinates?

A

Managers with unstable power show more negative attitudes and distribute less money to subordinates when they have negative expectations about that subordinate.

57
Q

According to Georgessen & Harris’ results, how do negative expectations influence subordinates?

A

Subordinates rate their own performance lower and give their boss more money, indicating evidence of self-fulfilling prophecy.

58
Q

What were Georgesen & Harris’ findings regarding threatened managers according to the results?

A

They felt they had more right to be in charge, had the intention to control the interaction more, rated the interaction more negatively and felt more anxious about their own performance. This is in line with Social Dominance- and system justification theories.

59
Q

What did the interactions between positional threat and expectations show in the study of Georgessen and Harris?

A

Bosses with unstable position were most anxious when they had positive expectancies about subordinate  but: they also appreciate the strength the high-expectancy subordinates brought to the table.

60
Q

In which condition was the greatest amount of negative emotion and behavior observed in the study?(Georgessen and Harris)

A

In the power unstable/negative expectancy condition - low ability subordinates are perceived to contribute little to team performance and thus spell bad news to a superior whose ability to maintain his or her position depends on how well the team performs

61
Q

How do Fast & Chen define ‘Self-perceived competence’?

A

How a person perceives their own ability to skillfully interact with and influence the environment. Thus: one can hold a position of power while perceiving oneself to have low competence in the domain of power.

62
Q

How can threats lead to aggressive behaviour among those in power? (Fast & Chen)

A

Threat often leads to an internal state of ego-defensiveness. In the case of rulers who feel incompetent, this defensive state of ego can lead to aggressive behaviour as a form of self-defence.

63
Q

Fast & Chen state that lack of perceived competence –> …. –>…?

A

1) Ego-defensivenes;
2) Agression.

64
Q

What was the result of Study 1 of Fast & Chen, regarding the combination of power and perceived incompetence?

A

The combination of power and perceived incompetence leads to aggression

65
Q

Fast & Chen examined in study 2, whether people’s responses to a primed power role differ as a function of their self-perceived competence within that role. What were the results of Study 2 regarding the combination of power and perceived incompetence?

A

The combination of power and perceived incompetence leads to aggression.

66
Q

How did participants who recalled an experience in which they felt incompetent in a power role behave towards other participants? (Fast & Chen)

A

They showed more aggression than participants who felt competent in a power role, as well as participants who were primed with incompetence but not in a power role.

67
Q

Fast & Chen state that power holders who perceive themselves as incompetent are
driven by….?

A

Ego-defensiveness

68
Q

How did receiving a self-esteem boost influence participants’ choices in study 3 from Fast & Chen regarding the difficulty of assigned tasks?

A

Participants with a self-esteem boost were more likely to choose the difficult task and didn’t show agression

69
Q

According to the results study 4 from Fast & Chen: People in … power position were nicer to the employee, except for when they
felt not very ….

A
  • High power
  • Competent
70
Q

… power and … competence were more aggressive towards employee (Study 4 - Fast & Chen)

A

High-power & Low competence

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