Chap 8:

climate
refers to the atmosphere of a team or an organization; defined as people's shared
perceptions of the way things are in an organization
constructive climate
an atmosphere that promotes group member's satisfaction and achieving their personal best
what a leader needs to consider in creating a constructive climate
1. providing structure 2. clarifying norms 3. building cohesiveness 4. promoting standards of
excellence
providing structure
Provides security, direction, stability
Communicate the goals/ or mission
Identify ways each group member can contribute
Also known as synergy
clarifying norms
Rules of behaviour
Constructive norms have a positive effect on the entire group
building cohesiveness
Sense of “we-ness”
Special connection between members, allows for meaningful work
High cohesiveness= ^ participation, better interaction, more consistency, strong influence
from members, high member satisfaction, more productive
promoting standards of excellence
Crucial factor for team success, they are expressed & implied expectations for performance
6 factors for a team to function effectively
6 factors of standards of excellence that are essential for members to function
effectively
1. What group members need to know and what skills they need to acquire 2. How much
initiative & effort they need to demonstrate 3. How group members are expected to treat one
another 4. The extent to which deadlines are significant 5. What goals they need to achieve?
6. What the consequences are if they achieve or fail
ways to promote standards of excellence
1. require results 2. review results 3. reward results
require results
Leader must outline clear expectations, and work with the group to identify specific
objectives
review results
Give constructive feedback, and resolve performance issues
Address behavior, describe what you observed, use I, be unemotional, make communication
clear
reward results
leader but recognize the contributions of group members and express appreciation for
individual excellence
Chap 9:
diversity
about variety or difference often used to refer to the mixture of races, genders or religions
that make up a group of people
inclusion
the process of incorporating differing individuals into a group or organization
melting pot
a metaphor for blending of many into one, or a heterogenous society becoming
homogeneous
assimilation
individual is treated as an insider in the work group when he or she conforms to
organizational/dominant culture norms and downplays uniqueness
inclusion
individual is treated as an insider and also allowed/encouraged to retain uniqueness within
the work group
components of the inclusion experience
1. feeling safe 2. feeling involved and engaged 3. feeling respected and valued 4. feeling
influential 5. feeling authentic and whole 6. recognizing, attending to and honouring diversity
feeling safe
helping others feel physically and psychologically safe help others feel like members of the
group
feeling involved and engaged
treat others as full participants give others access to information and resources to do their
work
feeling respected and valued
treat others as I would like to be treated let others know I trust and care about them treat
others like a valued member of the group
feeling influential
let others' ideas and perspectives influence the group let others participate in decision
making listen to others' perspectives on issues
feeling authentic and whole
allow others to be truly themselves in the group let others know they can be completely open
in the group encourage others to be honest and transparent
recognizing, attending to and honouring diversity
treat everyone fairly without discrimination let others know I trust and care about them
ethnocentrism
the tendency for individuals to place their own group (ethical, racial or cultural) at the centre
of their observations of others and the world 'my culture is better than yours'
prejudice
fixed attitude, belief or emotion held by an individual about another individual or group that is
based on faulty data refers to judgements we make about others based on previous
decisions or experiences and involves inflexible generalizations that are resistant to change
or evidence to the contrary
systematic discrimination
outcome of prejudice occurs when patterns of discriminatory behaviour, policies or practices
become a part of an organization and continue to perpetuate disadvantages to those being
discriminated against
stereotype
a fixed belief held by an individual that classifies a group of people with a similar
characteristic as alike
privilege
an advantage held by a person or group that is based on age, race, ethnicity, gender, class
or some other cultural dimension, which gives those who have it power over those who don't
barriers to inclusion
ethnocentrism prejudice systematic discrimination stereotype privilege

Chap 12:
ethical leadership
the influence of a moral person who moves others to do the right thing in the right way for
the right reasons a process by which a good person rightly influences others to accomplish a
common good: to make the world better, fairer and more humane
ethics
concerned with the kind of values and morals an individual or society finds desirable or
appropriate in leadership, __________ has to do with what leaders do and the nature of
leaders' behaviour, including their motives
factors related to ethical leadership
1. the character of the leader 2. the actions of the leader 3. the goals of the leader 4. the
honesty of the leader 5. the power of the leader 6. the values of the leader
leader's character
factor related to ethical leadership - refers to the qualities, disposition and core values of the
leader
Nelson Mandela
● example of a leader with strong character
● a deeply moral man with a strong conscience
● won the Nobel Peace Prize
six pillars of character
1. trustworthiness 2. respect 3. responsibility 4. fairness 5. caring 6. citizenship
actions of the leader
factor related to ethical leadership - refer to the ways a leader goes about accomplishing
goals
principles related to actions of ethical leaders
1. showing respect 2. serving others 3. showing justice
power
factor related to ethical leadership - the capacity to influence or affect others
5 bases of power (French and Raven)
1. referent power 2. expert power 3. legitimate power 4. reward power 5. coercive power
referent power
based on followers' identification and liking for the leader e.g. a college professor who is
highly admired by students
expert power
based on the followers' perceptions of the leader's competence e.g. a person with strong
knowledge about a software program
legitimate power
associated with having status or formal job authority e.g. a judge who presides over a court
case
reward power
derived from having the capacity to provide benefits to others e.g. a supervisor who can give
bonuses to employees
coercive power
derived from being able to penalize or punish others e.g. a teacher who can lower a
student's grade for missing class
values
factor related to ethical leadership - the ideas, beliefs, and modes of action that people
find worthwhile or desirable
ethical values
are similar to the notion of character e.g. kindness and altruism
modal values
concerned with the means or actions a leader takes e.g. responsibility and accountability
end values
describe the outcomes or goals a leader seeks to achieve e.g. justice and community