C 6
What are the three levels of personal moral development?
Preconventional, conventional, and postconventional.
In strategic leadership, vision provides the ___, while strategic action provides the ___.
Vision = WHY; strategic action = HOW.
What is the difference between an intrinsic reward and an extrinsic reward?
Intrinsic rewards are internal satisfactions from performing the activity; extrinsic rewards are provided by someone else, such as pay, bonuses, or promotions.
What are the four steps in the persuasion process, in order?
Listen first → establish credibility → build goals on common ground → make your position compelling to others.
What are the five stages of team development, in order?
Forming → storming → norming → performing → adjourning.
What are the four stages in the leader's focus from control to service?
Control → participation → empowerment → service.
In the Vision/Action Matrix, what type of leader has high vision and high action?
Effective Leader.
Name McClelland's three acquired needs.
Achievement, affiliation, and power.
What does sensegiving mean in leadership communication?
Sensegiving is helping people create meaning and understand where they fit and the larger purpose of their work.
What are the five elements of a high-performance team?
Compelling purpose/clear objectives/explicit metrics; diversity of skills and unambiguous roles; streamlined team size; decision authority; and psychological safety.
What are the four stages in the leader's focus from control to service?
Participative management allows employees to contribute ideas, but the leader retains final authority. Stewardship places authority closer to the work/customer and emphasizes partnership and employee self-responsibility.
What are the four approaches to noble purpose?
Discovery, Excellence, Altruism, and Heroism.
Explain the difference between negative reinforcement and punishment.
Both can affect behavior, but negative reinforcement increases desired behavior by removing an unpleasant consequence; punishment reduces undesirable behavior by imposing an unpleasant outcome.
What three characteristics make a communication channel richer?
A rich channel can handle multiple cues simultaneously, provide rapid two-way feedback, and establish a personal focus.
Distinguish a task-specialist role from a socioemotional role.
Task-specialist roles help accomplish the work—initiating ideas, giving opinions, seeking information, summarizing, and energizing. Socioemotional roles support relationships—encouraging, harmonizing, reducing tension, following, and compromising.
Compare stewardship and servant leadership. What is the primary focus of each?
Stewardship emphasizes deep accountability, partnership, and distributing authority without trying to control others. Servant leadership goes further by placing service to others ahead of the leader's self-interest and helping followers grow.
Explain the difference between strategy formulation and strategy execution.
Strategy formulation determines what the strategy should be by integrating the environment, vision, mission, and core competence. Strategy execution puts the strategy into action by adjusting the organization and directing resources toward strategic goals.
What three relationships must be strong for expectancy theory to predict high motivation?
Effort → Performance; Performance → Outcomes; and Valence, or whether the outcome is valued.
How do follower-centered questions differ from leader-centered questions in a strategic conversation?
Follower-centered questions focus on the follower's perspective, needs, ideas, and understanding; leader-centered questions help the leader guide the conversation toward important issues, information, or strategic themes.
Explain how high team cohesiveness can improve performance but can also create a problem for the team.
Cohesiveness can increase morale, communication, loyalty, participation, productivity, satisfaction, energy, and creativity. However, excessive cohesiveness can produce groupthink, where members suppress contrary opinions.
An employee discovers that senior managers are deliberately hiding an unethical practice. Reporting it could damage the employee's career. What Chapter 6 concepts describe the employee's decision to report it and the personal quality needed to do so?
Whistleblowing and courage. Whistleblowing is employee disclosure of illegal, immoral, or unethical organizational practices; courage is the mental and moral strength to act despite danger, difficulty, or fear.
A leader has developed an inspiring picture of the future, but employees don't know what resources will change, what they should do differently, or how the plan will actually happen. Using the Chapter 7 framework, diagnose what is missing.
The leader has vision but lacks strategy execution/mechanisms for execution. The leader needs to translate the vision into action, resource allocation, structures, priorities, measures, and routines and communicate what the direction means for employees.
An employee believes extra effort will improve performance, but does not believe high performance will result in the promised promotion. Using expectancy theory, identify the weak link and explain its effect on motivation.
The weak link is Performance → Outcomes. The employee does not believe strong performance will produce the promised outcome, so motivation will be reduced even though the employee believes effort can produce good performance.
A leader needs to tell an employee that performance is unacceptable, understand the employee's perspective, respond immediately to questions, and observe the employee's reaction. Which communication channel should the leader choose, and why?
Face-to-face communication. It is the richest channel and fits an ambiguous, sensitive message because it allows multiple cues, immediate two-way feedback, personal focus, and observation of nonverbal reactions.
A team avoids disagreements to preserve harmony, members don't openly share concerns, and they agree publicly even when they privately disagree. Identify the team problem and explain what the leader should do to improve the team.
The team is exhibiting groupthink, likely reinforced by inadequate psychological safety/fear of conflict. The leader should make it safe to express concerns and contrary opinions and encourage constructive disagreement rather than prioritizing harmony over honest discussion.