Chapter 14 Organizational Culture1The Team Cultur

Chapter 14: Organizational Culture
1
The Team Culture at Warby Parker (1 of 2)
Startup quickly became powerhouse
Team culture considered essential to success
Donation for each purchase
Results in teams with passion
Scandura, Essentials of Organizational Behavior, 3e. © SAGE
Publications, 2020.
2
Warby Parker began as a startup and quickly became a global
retail powerhouse.
Cofounders Neil Blumenthal and David Gilboa view their team
culture as essential to their success.
Part of their mission is to donate a pair of glasses to someone in
need for every pair purchased.
Warby rewards employees who have been at the company for 3
years with a mission-driven perk: an international trip to
experience the company’s “Buy a Pair, Give a Pair” program in
action.
Results in teams with a passion for the mission.
2
The Team Culture at Warby Parker (2 of 2)

Training focuses on interpersonal relationships
Strong team culture means happier employees
Better retention
More efficient teams
Higher revenue
Publications, 2020.
3
Training at Warby Parker focuses on fostering strong
interpersonal relationships.
Encourages direct, open, honest conversation.
Offers continual learning opportunities.
Strong team culture leads to happier employees, which means:
Better retention (lower recruiting costs).
More efficient teams.
Higher revenue.
3
What Is Organizational Culture? (1 of 2)
Organizational culture
Dimensions of organizational culture norms
Cultural variability in visibility and concreteness
Artifacts and creations
Values
Assumptions
Publications, 2020.
4
14-1 Define organizational culture, and describe the seven

characteristics.
Organizational culture: The pattern of basic assumptions, that a
given group has invented, discovered, or developed in learning
to cope with its problems of external adaptation and internal
integration, and that have worked well enough to be considered
valid, and, therefore, to be taught to new members as the correct
way to perceive, think, and feel in relation to those problems.
More succinctly, a set of shared meanings that people in
organizations have with respect to how to adapt to the
environments and cope with change.
Organizational culture norms have three dimensions:
Content, or what is deemed important.
Consensus, or how widely shared norms are held across people
in the organization.
Intensity of feelings about the importance of the norm.
Cultural variability in visibility and concreteness:
Artifacts and creations: Observable and abstract reflections of
organizational culture, such as dress, office decoration, and the
architecture of buildings.
Values: The reasons people give for their behavior.
Espoused values: Stated values.
Enacted value: Values which are acted out, perhaps
unconsciously.
Assumptions: Specific and hidden understandings that underlie
values and are often unconscious to people in organizations
because they do not question them.
4
What Is Organizational Culture? (2 of 2)
How to understand an organization’s culture
Seven Characteristics of Culture
Publications, 2020.

5
14-1 Define organizational culture, and describe the seven
characteristics.
To understand an organization’s culture, a person must go
beyond what they can see and hear (artifacts and creations) and
gain a deeper awareness of values first and then assumptions.
Seven Characteristics of Culture
Cultural values of four industries in the service sector differed
according to the industry and were related to levels of industry,
technology, and growth:
Innovation and risk-taking.
Attention to detail.
Outcome orientation.
People orientation.
Team orientation.
Aggressiveness (easygoingness reversed).
Stability.
5
Markets, Bureaucracies, and Clans (1 of 4)
Another approach examines control mechanisms
Goal incongruence
Performance ambiguity
Publications, 2020.
6
14-2 Compare and contrast market, bureaucracy, and clan

cultures.
Another approach to describing organizational cultures is to
examine the mechanisms used for control when organizations
are faced with goal incongruence and performance ambiguity.
Goal incongruence exists when organizational members do not
agree on what the goals of the organization are or should be.
Performance ambiguity occurs when revenue streams are
unpredictable or uneven.
6
How organizations address control
Market control
Bureaucratic control
Clan control
Publications, 2020.
7
cultures.
Three ways organizations address control according to a classic
theory at the organizational level of analysis:
Market control: Exists when prices determine how social
interactions between people are formed.
Bureaucratic control: When legitimate authority governs social
interactions.
Clan control: When shared values and beliefs govern how
people interact socially.
7

How organizations address control
Implications of emergent cultures
Employee organizational commitment
Publications, 2020.
8
cultures.
Three ways organizations address control according to a classic
theory at the organizational level of analysis:
Differences in the emergent cultures have implications for how
organizations are designed and employee performance.
Markets require only knowledge of prices and supply and
demand.
Bureaucracies require the creation of rules and regulations (the
employee handbook for a new employee, for example).
Bureaucratic control also requires close surveillance and
direction of employees by supervisors.
Clans are more efficient in the sense that there is less need for
information on pricing or rules, and norms and traditions that
emerge over time are shared with a new employee.
Employee organizational commitment is highest in the clan
culture since they have internalized the organization’s cultural
value system.
8
National Culture and Organizational Culture
Possible source of confusion

Important organizational culture values
Significant statistical associations
Publications, 2020.
9
cultures.
National Culture and Organizational Culture
Since the term culture is used for both national and
organizational cultures, this may be a source of confusion.
Four important organizational culture values:
Adaptability: The ability to transfer the demands of the market
into organizational actions.
Involvement: Building human capability, ownership, and
responsibility.
Mission: Defining the meaningful long-term direction for the
organization.
Consistency: Defining values and subsystems that are the basis
of a strong culture.
Significant statistical associations:
Profitability: mission and consistency.
Sales growth: adaptability and mission.
Innovation: adaptability and involvement.
9
Strong Organizational Cultures
(1 of 3)
Characteristics of strong cultures
High agreement among employees about values
High intensity toward values
Strong cultures critical for bottom-line performance

Publications, 2020.
10
14-3 Demonstrate understanding of the two characteristics of
strong cultures by providing examples.
Strong cultures are based on two characteristics:
High levels of agreement among employees about what they
value.
High intensity towards these values.
Strong cultures are critical to bottom-line performance.
10
(2 of 3)
Zappos: A Strong Organizational Culture
Zappos’s drivers in building strong culture
Core values
Publications, 2020.
11
Zappos: A Strong Organizational Culture
Zappos acknowledges five specific drivers in building a culture
that results in a great place to work, exceptional customer
service, and impressive organizational performance.
Committed leaders.

Core values.
Customer-focused strategies.
Human resource practices.
Management practices that align with core values.
10 core values:
Deliver wow through service.
Embrace and drive change.
Create fun and a little weirdness.
Be adventurous, creative, and open-minded.
Pursue growth and learning.
Build open and honest relationships with communication.
Build a positive team and family spirit.
Do more with less.
Be passionate and determined.
Be humble.
11
(3 of 3)
Organizational Subcultures
Most organizations have three general subcultures
Operators
Engineers
Executives
Publications, 2020.
12
Organizational Subcultures
Three general organizational subcultures exist in most

organizations.
Operators: The line managers and employees who are involved
in making products, delivering services, and interacting with
customers directly.
Value teamwork.
Desire engagement in their work.
Engineers: A group focused on designing systems to support the
work of operations, such as employees who design a
manufacturing facility.
May also include employees who design and implement
information technology systems, financial analysis systems, and
marketing research.
Executives: Employees who have worked their way up
organizational career ladders, and they are financially
responsible to their board of directors and shareholders.
Make tough financial decisions.
Maintain large numbers of people and divisions.
Rely on policies and reward systems to maintain control.
May lose touch with customers and low-level employees.
12
Socialization (1 of 4)
Organizational Socialization
Series of reality “shocks”
Process
Anticipatory Socialization
Organizational anticipatory socialization
Basic processes
Seeking good person-organization fit
Publications, 2020.
13

14-4 Explain how employees learn organizational culture
through the socialization process.
Organizational socialization: The process an organization
utilizes to ensure that new members acquire necessary attitudes,
behaviors, knowledge, and skills to become productive
organizational members.
First 6 months on the job are characterized as a series of reality
“shocks” as they are exposed to the unwritten rules defining the
organizational culture in the organization.
Process of anticipatory socialization, entry and assimilation,
and metamorphosis.
Anticipatory Socialization
Organizational anticipatory socialization: The process an
individual goes through as they attempt to find an organization
to join.
Two basic processes:
Recruiting.
Selection.
Both applicant and organization seek good person-organization
fit.
Applicants often adapt their responses on personality
inventories strategically to appear as a match to the
organizational culture.
13
Entry and Assimilation
Preentry
Issues in preentry
Entry
Onboarding
“Unwritten rules” for new employee behavior
Publications, 2020.

14
Entry and Assimilation
Preentry: A step occurring from the time someone is offered the
job to when they actually start working.
Three issues in preentry:
Types of messages a new employee receives from the
organization prior to starting work could include realistic job
previews in which the members of the organization attempt to
clarify what the job will be like. These may positively or
negatively differ from expectations.
New employees are typically concerned about how they are seen
by existing organizational members and engage in impression
management to influence the perceptions of new coworkers.
Current organizational members form perceptions of the new
hire and consider how well they will fit in.
Entry: A phase initiated when the new member starts work.
Beginning of assimilation.
Employees begin to understand the organization’s culture and
work expectations.
Formal or informal orientation.
Being proactive leads to positive assimilation outcomes.
Onboarding: The process of welcoming and orienting new
organizational members to facilitate their adjustment to the
organization, its culture, and its practices and help them adjust
to their new work environment.
Psychological contract: The employees' beliefs about the mutual
obligations between them and their employers.
Psychological contract influences the degree to which they view
onboarding processes as valuable.
The informal expectations about how new employees should

behave within the organization are “unwritten rules” that govern
how new employees should act.
14
Metamorphosis
Definition
New employee is comfortable
Successful metamorphosis and positive effects
Publications, 2020.
15
Metamorphosis
Metamorphosis: The final stage of organizational entry and
assimilation, in which a person transforms from a new employee
to an established contributor who is valued and trusted by other
members of the organization.
New employee is comfortable with the organization, their boss,
and their work group.
They have internalized the organizational culture and
understand their job as well as the rules, procedures, and norms.
Expectations are clear regarding what good performance means
in the organization.
Successful metamorphosis positively affects job performance,
job satisfaction, and commitment to the organization.
Decreases turnover.
15

Attraction–Selection–Attrition (ASA)
Which organizations attract which applicants
Culture is becoming important hiring criterion
Publications, 2020.
16
Attraction–Selection–Attrition (ASA)
Approach which suggests that applicants are attracted to
organizations that match their personalities.
Some potential employees will not apply if they feel like a bad
fit.
Employees that choose to join an organization are more likely
to share organizational values than those that do not (attraction-
selection).
Culture fit is becoming an important criterion for hiring because
if the person does not fit the culture, they will likely leave.
Especially important in high-turnover jobs.
16
How Employees Learn Culture
(1 of 3)
Stories
Storytelling
Organizational purposes of stories
Publications, 2020.
17

14-5 Discuss four ways that employees learn organizational
culture.
Stories
Storytelling is the sharing of knowledge and experiences
through narrative and anecdotes to communicate lessons,
complex ideas, concepts, and causal connections.
Stories serve these organizational purposes:
Convey shared meanings and values in the organizational
culture.
Aid comprehension and suggest causal order for events.
Guide behavior
17
(2 of 3)
Rituals
Definition
Symbols
Definition
Material symbols
Dress symbols
Publications, 2020.
18
culture.
Rituals
Rituals are defined as “a form of social action in which a
group’s values and identity are publicly demonstrated or

enacted in a stylized manner, within the context of a specific
occasion or event.”
Reinforce the cultural values of the organization by providing a
tangible way for employees to see the values espoused.
Symbols
Symbols represent the sharing of knowledge through access and
exposure to images, diagrams, or objects that represent or
illustrate a cultural value or an idea.
Material symbols: office size, location, and view.
Dress symbols: expectations of what particular employees
should wear.
18
(3 of 3)
Language
May be confusing to new employee
Language referring to employees reflects values
Publications, 2020.
19
culture.
Language
Employees may communicate using culture-specific language,
jargon, or acronyms that can be confusing to a new employee.
Represent the organizational culture and how it is transmitted to
newcomers.
The language used to refer to employees reflects underlying
values.
For example, some organizations have stopped using the term
employees in favor of team member.

19
Organizational Climate (1 of 4)
Organizational climate
Definition
Clarification
Distinguishing culture and climate
Climate can be altered
Culture is an evolved context
Publications, 2020.
20
14-6 Compare and contrast organizational culture and climate.
Organizational climate: Shared perceptions of the way things
are around here.
Level of agreement in perceptions about the organization and
work environment among employees.
Key distinction between culture and climate is that culture is
viewed as evolving over time and is studied from a sociology or
anthropology viewpoint.
Climate, however, can be altered via management interventions.
Culture is an evolved context, and climate is a situation that
employees are in.
20
Climcult
Elements
The climcult perspective and gaining more complete views

Publications, 2020.
21
Climcult: Perspective which suggests that culture and climate
work together to influence how people experience their work
environment.
Elements of climcult:
Global climate or culture for well-being.
Strategy focused on policies, practices, procedures, and
behaviors expected and rewarded.
Processes focused on policies, practices, procedures, and
behaviors that are expected and rewarded.
Socialization practices through which values and beliefs for
strategy and processes are transmitted.
Myths and stories used for transmitting those same beliefs and
values.
The climcult perspective suggests combining survey measures
of climate and culture to gain a more complete view of how
people describe their organization’s values and their work
experiences.
21
How Climate Influence Organizational Practice
Significant impacts on dependent variables
Studied facets of climate
Publications, 2020.
22

How Climate Influences Organizational Performance
Climate significantly impacts on the dependent variables
studied in organizational behavior.
Some studied facets of climate:
Service.
Justice.
Safety.
Diversity.
Innovation.
Toxic climates with abusive supervision.
22
Ethical Climate
Leader influence
Aspects of ethical climates
Distinct types of ethical climates and shaping them
Significant role in employee well-being
Publications, 2020.
23
Ethical Climate
Leaders influence an organization’s ethical climate and
employee attitudes.
Leader moral development influences ethical climate, employee
job satisfaction, and turnover intentions.
Effect is stronger in younger organizations.

Five aspects of ethical climates:
Caring.
Law and code.
Rules.
Instrumental.
Independence.
Studies suggest organizations have distinct types of ethical
climates, and the ethical climate is shaped by norms,
bureaucracy, and the history of the organization.
Ethical organizational culture plays a significant role in
enhancing employee well-being measured as sickness absence.
Also associated with lower turnover intentions and higher job
performance.
Thus, leaders should develop the moral climate of the
organization in addition to behaving ethically.
23
Chapter 6: Leadership
Have Leaders Lost Their Followers’ Trust?
Richard Edelman’s 2019 global survey
14-point decline in global trust in 2019
Publications, 2020.

2
Richard Edelman’s 2019 global survey on which people and
institutions we trust and how much we trust them:
Overall, 2019 saw a 14-point decline in global trust.
When employers meet employee expectatio ns, it builds resilient
trust.
There is a “trust gap” in that many employees don’t trust their
leaders to do the right thing.
2
What is Leadership? (1 of 7)
Leadership definition
Confusion in literature
Publications, 2020.
3
6-1 Define leadership and explain the difference between being
a manager and being a leader.
Leadership: According to Yukl, the process of influencing
others to understand and agree about what needs to be done and
how to do it, and the process of facilitating individual and
collective efforts to accomplish shared objectives.
Confusion in the literature between leadership and other terms
like management.

3
Differentiating Management and Leadership
Qualities of managers vs. leaders
Publications, 2020.
4
Differentiating Management and Leadership
Managers vs. leaders, according to Warren Bennis:
Administration vs. innovation
A copy vs. an original
Maintaining vs. developing
Systems & structure-focused vs. people-focused
Relies on control vs. inspires trust
Short-range view vs. long-range perspective
Asks how & when vs. asking what & why
Eye on the bottom line vs. eye on the horizon
Imitation vs. origination
Accepts status quo vs. challenging status quo
The classic good soldier vs. being one’s own person
Doing things right vs. doing the right thing
4
Managerial Leadership
Both managers and leaders are needed

Publications, 2020.
5
Managerial Leadership
Both managers and leaders are needed for optimal
organizational performance.
To some extent, the two roles overlap.
5
The Trait Approach
Definition
Was dismissed by OB researchers
Resurgence with traits that matter
The role of extraversion
Screening by personality traits
Publications, 2020.
6
The Trait Approach
Trait approach: A theory of leadership that believes that leaders
are born with the talent and abilities for leadership.
Contrasts with most other leadership theories, which propose

that leadership can be learned
Suggests the best way to ensure effective leadership is to select
the right people in the first place rather than train them
Were largely dismissed by OB researchers when they didn’t find
reliable differences between leaders and followers
Caused a shift towards behavioral approaches
Interest in trait approach experienced a resurgence when a
review found that the following traits do matter for leadership:
Drive
Leadership motivation
Honesty
Integrity
Self-confidence and emotional stability
Cognitive ability
Knowledge of the business
Recent research suggests extraversion has an effect on
leadership emergence and effectiveness.
Personality traits can be used to screen individuals for hiring
and professional development.
6
Limitations of the Trait Approach
Partial explanation of leadership
The behavioral approach assumption
Publications, 2020.
7

Limitations of the Trait Approach
A partial explanation of leadership
Behavioral approach assumes that leaders are made and not
born.
This means anyone can learn the behaviors of an effective
leader.
7
Leader Behaviors
Over 1,000 behaviors identified in a study
Consideration is related to:
Follower satisfaction
Motivation
Leader effectiveness
Initiating structure is related to:
Leader job performance
Group performance
Publications, 2020.
8
Leader Behaviors
A study asked followers to describe what their leaders did and
created a list of over 1,000 leader behaviors. Statistical analyses
were able to reduce this down to two categories:
Initiating structure: Defining tasks for employees and focusing
on goals.

Consideration: The degree to which the leader shows trust,
respect, and sensitivity to employees’ feelings.
Consideration is strongly related to:
Follower satisfaction (with both the leader and the job)
Motivation
Leader effectiveness
Initiating structure has a somewhat stronger relation to:
Leader job performance
Group performance
8
Leader Behaviors
Six behaviors
Task-oriented behaviors
Relation-oriented behaviors
Which leader behavior is most effective?
Publications, 2020.
9
Leader Behaviors
Recently expanded to include six behaviors.
Three task-oriented behaviors:
Enhancing understanding
Strengthening motivation
Facilitating implementation
Three relation-oriented behaviors:
Fostering coordination

Promoting cooperation
Activating resources
Which leader behavior is most effective?
Behavioral flexibility
Engaging in the right behavior at the right time
Contingency/situational approaches: Leaders must change their
behaviors based on how able and willing followers are.
9
Path–Goal Theory (1 of 9)
Path–goal theory (PGT) definition
A situational theory of leadership
Leaders increase quality and number of payoffs
Leaders clear the path to goals
Publications, 2020.
10
6-2 Demonstrate the role of leaders in the motivation process
using path–goal theory (PGT).
Path-goal theory (PGT): The role of leaders is to motivate
followers to accomplish goals by establishing the paths to those
goals.
A situational theory of leadership.
Leaders increase the quality and number of payoffs from
reaching goals.
Leaders make the path to the goals clear by removing obstacles.
10
Motivational Leadership Behaviors

Four leadership behaviors motivate employees
Publications, 2020.
11
Motivational Leadership Behaviors
Path-goal theory specifies four leadership behaviors that
motivate employees:
Directive leadership: Giving followers specific instructions
about their tasks, providing deadlines, setting standards for
performance, and explaining rules.
Supportive leadership: Showing consideration, being friendly
and approachable, and paying attention to the well-being of
followers.
Participative leadership: Allowing followers to have a voice in
decisions that affect them, sharing information, inviting
followers’ ideas and opinions.
Achievement-oriented leadership: Challenging followers to
perform at high levels, setting standards for excellence,
showing confidence in followers’ ability to reach goals.
11
Adapting to the Situation

Leader learns of obstacles and helps by removing them
Another consideration: follower ability
Criticisms
Publications, 2020.
12
Adapting to the Situation
The leader learns of obstacles the follower faces and helps by
removing them.
For example, if an employee is waiting on a report from another
department, the leader can help by calling the department and
requesting that the report be expedited.
Another consideration: follower ability.
Leader must adjust expectations to match a person’s ability to
complete a task.
Leaders may need to clarify the task.
Criticisms: Model assumes that leaders treat all followers the
same, while research finds this is not true.
Leaders develop unique relationships with each of their
followers.
12

Leader–Member Exchange
Definition
Leaders rapidly decide on group members
Fairness must pervade the entire process
Publications, 2020.
13
6-3 Illustrate the leader–member exchange (LMX) model with
an example.
Leader-Member Exchange
Leader–member exchange (LMX): The quality of the working
relationship developed with each follower, characterized by
more delegation of authority to those with high-quality LMX.
In-group members: Members who take on extra work and go
above and beyond their job specifications.
Out-group members: Members who perform just to the
specifications in their job descriptions.
Poor performers are best classified as a third category, one who
is not meeting their job expectations adequately.
Leaders rapidly decide on in-group and out-group members.
Fairness must pervade the entire process to avoid negative
effects on the entire work team’s performance.
13
Inclusive Leadership
Definition
Leveraging team member uniqueness increases performance
Facilitating belongingness

Publications, 2020.
14
an example.
Inclusive Leadership
Inclusive leadership: Leaders should help all team members feel
part of the group (belongingness) while retaining their sense of
individuality (uniqueness) so they contribute to the team
atmosphere.
Benefits diverse teams through attention to the uniqueness of
women and minorities, while valuing the attributes,
perspectives, and contributions of each member.
Leveraging team member uniqueness increases performance.
Facilitating belongingness includes:
Valuing each member
Ensuring fairness
Sharing decisions with followers
14
Leader–Member Exchange Development
Three-step process
Publications, 2020.
15
an example.

Leader–Member Exchange Development
Three-step process:
Role-taking: boss tests the commitment of the follower by
offering extra work.
Role-making: mutual expectations of the working relationship
are established, and the follower’s role is made clearer.
Role routinization: roles become stable as the leader and
follower both know what to expect.
15
Followership
Definition
Interest has increased over past 20 years
Followers are partners with leadership
Benefits of coproduction
Publications, 2020.
16
an example.
Followership
Followership: The behaviors a person engages in while
interacting with leaders to meet organizational objectives.
May have evolved as a way to address coordination problems in
social groups, such as the complexities of hunting and
gathering.
Some did not have the physical or psychological strength to be
leaders and thus tended to become followers.
Interest in followership has increased over the past 20 years.

Followers are viewed as partners with leadership, w hich is
consistent with the LMX model.
Role of the follower is a “coproduction orientation,” meaning
followers should actively engage with leaders to work toward
shared goals.
Benefits of coproduction:
More follower support.
More motivation.
More contributions from followers (followers have a voice in
decisions.)
Contrasts with “passive orientation,” or the belief that followers
should defer to and follow directions from the leader.
16
Attributions and Leader–Member Relationships
Attribution definition
Attribution theory
Attributions and significance in organizations
Leaders can reach more accurate conclusions
Publications, 2020.
17
an example.
Attributions and Leader–Member Relationships
Attribution: A person’s attempt to assign a cause to a behavior
or event they observe.
Attribution theory: Proposes that the attributions people make
about events and behavior can be either internal or external.
Internal attribution: When people infer that an event or a

person’s behavior is due to character traits or abilities.
External attribution: When people believe that a person’s
behavior is caused by situational factors.
In organizations, attributions are particularly significant when
events are:
Important
Novel
Unexpected
Negative
Leaders can reach more accurate conclusions by considering the
following factors:
Consensus information: Information about how other people
would behave if they were in the same situation. High
consensus means many others would behave the same way,
while low consensus suggests most others would behave
differently.
Distinctiveness information: Information about the extent to
which the individual behaves the same way in different
situations. Low distinctiveness suggests an individual behaves
the same way in different situations, while high distinctiveness
means the individual has a particular reaction to a particular
situation.
Consistency information: Information about how the individual
behaves toward a certain stimulus across time and
circumstances. High consistency suggests the same behaviors
occur almost every time a particular situation occurs.
17
The Mentor Connection
Mentoring definition
A mentor relationship with a boss
Types of support from mentors
Mentoring relationships can become transformative

Publications, 2020.
18
an example.
The Mentor Connection
Mentoring: An intense developmental relationship whereby
advice, counseling, and developmental opportunities are
provided to a protégé by a mentor, which, in turn, shapes the
protégé’s career experiences.
A mentor relationship with a boss often results in:
Higher performance
Promotions
Salary increases
In some cases, a promoted boss may bring a mentee or other
trusted in-group member with them.
Mentors provide two main types of support to protégés:
Career support
Social support
Mentors may also serve as role models
Mentoring relationships can become transformative and are
characterized by a willingness to be vulnerable and trust one
another.
18
The Importance of Trust (1 of 6)
Trust is the willingness to be vulnerable
Related to risk-taking and job performance
Fundamental to development of effective working relationships
A three-part view of trust

Publications, 2020.
19
6-4 Explain why trust is important and how to repair it.
Trust is the willingness to be vulnerable.
Related to important outcomes like risk-taking and job
performance
Fundamental to the development of effective working
relationships with bosses and others
A three-part view of trust involves calculus-based, knowledge-
based, and identification-based trust.
19
Calculus-Based Trust
Definition
Knowledge-Based Trust
Definition
Based on information in variety of circumstances
Publications, 2020.
20
Calculus-Based Trust
Calculus-based trust (CBT): A form of trust based upon keeping
records of what another person does for you and what you do
for them.
An “arm’s length” form of trust which minimizes vulnerability

for each party
For example, a leader telling a follower to perform a task
because they are paid to do the items in their job description,
which may imply a firing if they fail to perform the task.
Knowledge-Based Trust
Knowledge-based trust (KBT): Trust grounded in how
predictable the other person is.
Based upon information gathered about the other person in a
variety of circumstances.
For example, becoming the boss’s “go-to” person for a certain
task.
20
Identification-Based Trust
Definition
No need for record-keeping
Efficient for the leader
Publications, 2020.
21
Identification-based trust (IBT): the highest degree of trust,
characterized by the leader and follower sharing the same goals
and objectives.
No need for record-keeping; the predictability of the follower’s
behavior is assumed.
Highly efficient for the leader: followers take care of details
while the leader focuses on the strategic vision or negotiating
group resources.

21
Development of trust is “tactical climbing”
Can revert to earlier stages
Publications, 2020.
22
Development of trust is “tactical climbing:”
Increasing levels of risk and vulnerability over time.
Cues perceived early in employment predict the emergence of
trust.
Even the first hours are crucial.
Trust can revert to earlier stages, so it’s important to mai ntain
relationships.
22
Repairing Broken Trust
Three questions to ask
If a trustee is innocent
If a trustee is guilty
Publications, 2020.
23

Three questions to ask after a trustee has violated a trustor’s
trust:
Is the trustee innocent or guilty?
If guilty, should this be attributed to the situation or person?
If attributed to the person, is the shortcoming fixable or an
enduring characteristic?
If a trustee is innocent, they should:
Emphasize lack of guilt
Deny the transgression
Offer any available exonerating information
Remaining reticent is risky; people tend to assume the worst
If a trustee is guilty, an apology may be effective. Apologies
should:
Be remorseful and repentant
Mention any extenuating factors that played a role
Be seen as adequate to be effective
23
Excuses may be effective
Honest mistakes
If a lack of integrity is demonstrated
Publications, 2020.
24

Excuses may also be effective depending on the person and the
relationship.
Reparations (“making it right”) increases the effectiveness of
explanations.
Success depends on other contingencies described below.
If the transgression stems from an honest mistake or ignorance,
people are more likely to give the benefit of the doubt and trust
again.
If the act is seen as demonstrating a lack of integrity, trust is
difficult or impossible to repair.
Lying is one of the most damaging behaviors to a relationship.
Even more “substantive” responses like reparation or fines are
limited in effectiveness when integrity is questioned.
24
Full-Range Leadership Development (1 of 2)
People more engaged when leaders behave in certain ways
Transactional Leadership
Definition
Three behaviors
Publications, 2020.
25
6-5 Compare and contrast the elements of transactional and
transformational leadership.
People are more engaged when their leaders behave in certain
ways at the highest end of the full-range model.
Transactional Leadership

Transactional leadership: Behaviors that motivate followers
through rewards and corrective actions.
The foundation of transformational leadership.
Three behaviors, from least effective to most effective:
Nonleadership/laissez-faire leadership: The “near-avoidance of
leadership,” the least active and least effective of all the
leadership styles in the full-range model.
Management by exception: This has two forms: active and
passive. In management by exception—active (MBE-A), the
leader looks for the follower to make errors and then corrects
them. In management by exception—passive (MBE-P), the
leader does not actively look for errors or deviations from work
standards, but when noticed, they take corrective action.
Contingent reward. This is promising or delivering rewards to
followers contingent on their performance.
Avolio, B. J. (2011). Full range leadership development (2nd
ed.). Sage.
25
Full-Range Leadership Development (2 of 2)
Transformational Leadership
Definition
Four behaviors (the Four I’s)
Transformational leaders increase intrinsic motivation
Publications, 2020.
26
6-5 Compare and contrast the elements of transactional and
transformational leadership.
Transformational Leadership
Transformational leadership: Behaviors that mobilize extra

effort from followers through emphasis on change through
articulating a new vision for the organization.
Most related to positive attitudes, commitment, and follower
performance.
Four behaviors, known as the Four I’s:
Idealized influence: Being admired and respected by followers
is the core of this leadership component. These leaders are seen
as change agents in the organization.
Inspirational motivation: Leaders inspire others to work hard
toward organizational goals by providing challenge. They are
positive and upbeat and get others to feel optimistic.
Intellectual stimulation: Transformational leaders encourage
innovation and new ideas. They listen to followers openly and
don’t criticize novel solutions to problems.
Individualized consideration. Transformational leaders treat
each follower as a unique person. They get to know people one-
on-one and mentor them.
Transformational leaders increase intrinsic motivation by
aligning followers’ tasks with their own interests and what they
value most.
26
Moral Approaches (1 of 4)
Ethical Leadership
Definition
Four components
Publications, 2020.
27
6-6 Illustrate the role of morality in ethical, servant, and
authentic leadership.

Ethical Leadership
Ethical leadership: A leadership style focused on ethical
decision-making.
Leaders today must be authentic and serve followers, not just
their own goals.
Ethical leadership has four components:
Moral sensitivity: recognizing our behavior impacts others.
Moral judgment: determining the right decision.
Moral motivation: the need to do the right thing.
Moral action: doing the right thing.
27
Ethical Leadership
Positive and negative relationships
Ethical leaders lead to positive employee behaviors
Ethical leaders cause cascading effect
Publications, 2020.
28
Ethical Leadership
Ethical leadership is positively related to work group-level
ethical behavior and negatively related to relationship conflict
among coworkers.
If employees indicated that their leaders are ethical and fair role
models who communicate and reward ethical behavior, there
exists more positive behaviors:
Less deviance
More cooperative behavior

Better performance
Higher effort
More reporting of problems to management
Ethical leaders have a cascading effect down to lower-level
employees and management.
28
Servant and Authentic Leadership
Definition of servant leadership
Seven dimensions
Developmental support is characteristic of servant and humble
leadership
Publications, 2020.
29
Servant leadership: Basically, the idea that followers are first
rather than leaders.
Seven dimensions of servant leadership:
Emotional healing
Creating value for the community
Conceptual skills
Empowering
Helping subordinates grow and succeed
Putting subordinates first
Behaving ethically
Developmental support is characteristic of both servant
leadership and humble leadership.

29
Humble leadership definition
Authentic leadership definition
Four dimensions of authentic leadership
Publications, 2020.
30
Humble leadership: where a leader’s humility allows them to
show followers how to grow as a result of work.
Leads followers to believe their own developmental journeys
are legitimate.
Humility increases cooperation, but may reduce follower
perceptions of skill, influence, and autonomy.
Authentic leadership: involves knowing oneself and behaving in
a way that is consistent with what is intuitively right.
Authentic leaders are most effective when they develop an
effective vision that relates to the shared interests of their team.
Authentic leadership has four dimensions:
Self-awareness: seeks feedback to improve interaction with
others.
Relational transparency: says exactly what they mean.
Internalized moral perspective: demonstrates beliefs consistent
with actions.
Balanced processing: solicits views that challenge deeply held
positions.

30
Chapter 4: Attitudes and Job Satisfaction
Job Satisfaction: Trends and Causes
Positive trend in 2013–2016 after slump
Survey items
Organizational satisfaction lower than job satisfaction
Possible explanations
Publications, 2020.
2
Overall job satisfaction in the United States experienced a
positive trend from 2013 to 2016, after it had slumped in 2012–
2013
The following survey items were rated “very important” by hi gh
percentages of respondents:
Respectful treatment of employees (65%)
Overall compensation and pay (61%)
Trust between employees (61%)
Job security (58%)
Opportunities to use their skills and abilities at work (56%)
Organizational satisfaction has been lower than job satisfaction
every year of the survey, with a small decline in 2016
Possible explanations:
Stagnant wages
Higher health care deductibles
Prescription copays

2
What is an Attitude? (1 of 3)
Attitude definition
Components of an attitude
Cognitive
Affective
Behavioral
These attitudes are related and converge
Publications, 2020.
3
4-1 Define the concept of an attitude and know its three
components
Attitude: A psychological tendency that is expressed by
evaluating a particular entity with some degree of favor or
disfavor—that is, a person’s evaluation of something.
Components of an Attitude
Cognitive: A statement of belief about something.
Ex: “My boss is a mean person.”
Affective: The emotional component of an attitude.
Ex: “I am angry because my boss is mean.”
Behavioral: An intention to act based upon cognitions and
affect.
Ex: “I am going to go to the Human Resources department and
report my mean boss.”
These three attitudes are closely related and converge.
3

Cognitive Dissonance
Definition
Motivation for resolving dissonance
Publications, 2020.
4
components
Cognitive dissonance: The incompatibility between two or more
attitudes or between attitudes and behavior.
Creates stress in an individual, which can be resolved by
making a change in one or both of the conflicting components
so thoughts, feelings, and behaviors align.
Festinger proposed that the degree to which people are
motivated to resolve dissonance is related to:
The importance of what creates it
How much influence the person has over it
Reward
4
Do Attitudes Matter?
Importance of gauging satisfaction and engagement
Relation to job performance and turnover
Publications, 2020.
5

components
Gauging satisfaction and engagement is important:
Dissatisfied employees may express negative perceptions to
coworkers, spreading dissatisfaction.
Employees may post anonymously on career websites if they are
dissatisfied, reducing the number of excellent job applicants.
Leaders must address dissatisfaction to convert negative
attitudes to positive ones.
Job satisfaction and organizational commitment are
significantly related to job performance and turnover.
5
Job Satisfaction (1 of 6)
Definition
Often equals improved performance
Publications, 2020.
6
4-2 Define job satisfaction and know the consequences of
dissatisfaction.
Job satisfaction is a pleasurable or positive emotional state
resulting from the appraisal of one’s job or job experience.
High job satisfaction often translates into improved
performance (like higher customer satisfaction and
engagement).
6

Job satisfaction changes over time
Increases, then decreases
Levels during relative economic levels
Study findings
Publications, 2020.
7
dissatisfaction.
Job satisfaction changes over time:
Satisfaction increases after starting a new job, then decreases
around the one-year point.
Graduates who enter the workforce during economic downturns
are more satisfied with their current jobs than those who enter
during more prosperous times.
Over a 40-year study, people appeared to become less satisfied
as their tenure within a given organization increased. However,
as people aged and moved to different organizations, their
satisfaction increased.
In part, this is explained by pay increases over time.
Changing to a completely different occupation, however, may
result in decreases in satisfaction that last up to 6 years.
7
Job satisfaction changes over time
“Gender paradox”

Transitioning employees more satisfied during/after
Publications, 2020.
8
dissatisfaction.
Job satisfaction changes over time:
The “gender paradox:” women are more satisfied with their jobs
than men, despite income disparities and, sometimes, fewer
opportunities for promotion.
Transitioning employees are more satisfied with their work
during and after transitioning to their preferred gender.
8
Job satisfaction facets
Job Descriptive Index (JDI)
Relationship between pay and satisfaction
Publications, 2020.
9
dissatisfaction.

Job Descriptive Index (JDI) includes different scales that
measure attitudes about aspects of the work experience:
Pay (lowest relationship to overall job satisfaction)
Promotions
Supervision
Coworkers (with supervision, found to be the second most
important factor)
The work itself (found to be the most important factor)
Relationship between pay and satisfaction:
Highly paid employees were just as satisfied as those who made
less.
Once an individual reaches an income level where they can live
comfortably, the relationship between income and job
satisfaction goes away.
Recent research indicates the relationship may, however, be
more complex (higher pay may correlate with more difficult
work, offsetting job satisfaction; pay relative to other
employees may be more significant than an employee’s
objective income).
9
Responses to Job Dissatisfaction
Active response
Passive response
Constructive response
Publications, 2020.
10

dissatisfaction.
Active response: Responses which require significant action on
the part of the employee, such as leaving an organization or
voicing dissatisfaction.
Passive response: Responses which require less or no action on
the part of the employee, such as waiting for an organization to
change or putting in less effort at work.
Constructive response: Responses which positively contribute to
the growth or improvement of the organization, such as voicing
dissatisfaction or trusting management to resolve issues over
time.
10
Responses to Job Dissatisfaction
Destructive response
Four reactions which combine these response qualities
Publications, 2020.
11
dissatisfaction.
Destructive response: Responses which negatively impact the
organization, such as finding another job or becoming
frequently tardy/absent

There are four main reactions which combine these four
qualities of a response, known as the EVLN approach to job
satisfaction:
Exit: The employee searches for another job and leaves. This is
an active/destructive response.
Voice: The employee discusses their dissatisfaction with a
supervisor, making suggestions for improvement. This is an
active/constructive response.
Loyalty: The employee waits for the situation to improve,
trusting that the management will address it in time. This is a
passive/constructive response.
Neglect: The employee allows the situation to get worse and
may be late or absent from work and put in less effort on the
job. This is a passive/destructive response.
11
Job Search Attitudes (1 of 2)
Job search process includes ups and downs
Career adaptability: Resources for coping
Concern
Control
Publications, 2020.
12
4-3 Explain the role of job attitudes in the job search process.
The job search is characterized by ups and downs in attitudes
during the process

Career adaptability: A psychosocial construct that denotes an
individual’s resources for coping with current and anticipated
tasks, transitions, and traumas in their occupational roles.
Composed of the “Four C’s”:
Concern
Control
12
Job Search Attitudes (2 of 2)
Career adaptability: Resources for coping
Curiosity
Confidence
Job search envy
Resume fraud
Publications, 2020.
13
4-3 Explain the role of job attitudes in the job search process.
Career adaptability: A psychosocial construct that denotes an
individual’s resources for coping with current and anticipated
tasks, transitions, and traumas in their occupational roles.
Composed of the “Four C’s”:
Concern
Control
Curiosity
Confidence
Job search envy: A situational form of envy specific to the job

search domain.
Being envious of the success of others, combined with time
pressure, often results in resume fraud:
Making false claims on a resume
Overstating information
Fabricating degrees or work experience
13
Organizational Commitment (1 of 4)
Related to turnover, absences, motivation, and performance
Definition
Components
Higher commitment reduces organizational deviance
Job insecurity leads to lower organizational commitment
Publications, 2020.
14
4-4 Discuss the concept of organizational commitment and its
three components.
Organizational commitment closely related to turnover, as well
as absences, motivation, and performance
Organizational commitment: A psychological state that
describes an employee’s relationship with their organization and
a propensity to continue the relationship with the organization.
Three components of organizational commitment:
Affective commitment: Refers to an employee’s emotional
attachment to an organization (caring and loyalty).
Continuance commitment: The degree to which an employee is

aware of the costs of leaving the organization (inability to
leave).
Normative commitment: The moral obligation to stay with the
organization (staying is the right thing to do).
Higher commitment makes organizational deviance (excessive
breaks, intentionally poor work quality) and interpersonal
deviance (gossiping, bullying) less common.
Increased job insecurity, like that following the Great Recession
of 2008, led to lower organization commitment.
14
Job Involvement
Definition
Institutionalized “Stars”
Publications, 2020.
15
three components.
Job involvement: How much an employee identifies with his or
her job and views their performance at work as an essential part
of their self-esteem.
Related to turnover, organizational citizenship, and
performance.
Institutionalized “Stars”
Efforts are focused on both the task and the group to which they

belong.
High organizational commitment and job involvement.
15
Job Involvement
“Apathetics”
“Lone Wolves”
“Corporate Citizens”
Publications, 2020.
16
three components.
Job involvement: How much an employee identifies with his or
her job and views their performance at work as an essential part
of their self-esteem.
“Apathetics”
Low effort and little concern for team members.
Low organizational commitment and job involvement.
“Lone Wolves”
Prefer to “go it alone” and are more likely to leave the
organization.
High job involvement, but little concern about the team.
“Corporate Citizens”
Not often star performers, but loyal employees.
Low job involvement, but attentive to the maintenance of the
team.

16
Employee Engagement
Definition
Related factors
Costs of actively disengaged employees
Small organizations report highest engagement
Publications, 2020.
17
three components.
Employee engagement: Related to job involvement and
enthusiasm for the work performed; the investment of an
individual’s complete self into a role.
Engagement is related to customer satisfaction, productivity,
profit, employee turnover, and safety.
Gallup estimates actively disengaged employees cost the United
States between $450 and $550 billion annually in lost
productivity.
Small organizations (less than 100 employees) report the
highest levels of engagement.
17
Perceived Organizational Support (1 of 5)
Definition of POS

Major categories of beneficial treatment
Fairness
Supervisor support
Organizational rewards/favorable job conditions
Publications, 2020.
18
4-5 Define perceived organizational support (POS), and explain
its relationship to fairness in the workplace.
Perceived organizational support (POS): Employees’ perception
of whether the organization values their contributions and cares
about their well-being.
Three major categories of beneficial treatment:
Fairness
Supervisor support
Organizational rewards/favorable job conditions
18
Effects of POS
Positive job satisfaction and organizational commitment
Positive employee performance
Negative turnover intention
Publications, 2020.
19

Employees with a higher POS engage in more helping behavior
and are less tardy, and POS has the following effects:
Strong positive effects on job satisfaction and organizational
commitment
Moderate positive effect on employee performance
Strong negative effect on turnover intention
19
Strategies for Increasing POS
Implement supportive workforce services
Be fair and equitable in management practices
Set achievable goals and reward proportionately
Publications, 2020.
20
Strategies for increasing POS to enhance engagement:
Implement supportive workforce services that go beyond what
you are required to do.
Be fair and equitable in making, monitoring, and enforcing
management practices.

Set achievable goals and reward proportionately.
20
Offer individualized benefits
Support supervisors
Train subordinates to be supportive
Publications, 2020.
21
Offer individualized benefits, tailored to the type of supports
your workforce needs.
Support supervisors so they will foster POS in their
subordinates.
Train subordinates to be supportive.
21
Promote strong social networks
Begin organizational support prior to employment

Publications, 2020.
22
Promote strong social networks.
Begin organizational support prior to the start of employment.
22
Psychological Empowerment
(1 of 2)
Definition
Meaning
Competence
Self-determination
Impact
Publications, 2020.
23
4-6 Explain psychological empowerment and its relationship to
job performance.
Psychological empowerment: Intrinsic task motivation
manifested in a set of four cognitions reflecting an individual’s
orientation to his or her work role: competence, impact,
meaning, and self-determination.

Meaning: How much work goals align with your personal
standards (“fit” your values).
Competence (or self-efficacy): Your belief in your capabilities
to show mastery in your work role.
Self-determination: The degree to which you feel that you have
a choice in your work and autonomy to carry it out according to
your own preferences.
Impact: Refers to how much you believe that you can influence
important work outcomes (like administrative policies).
23
Psychological Empowerment
(2 of 2)
What it is positively related to
Team members feel empowered with discretion
Sense of meaning
Publications, 2020.
24
4-6 Explain psychological empowerment and its relationship to
job performance.
Psychological empowerment is positively related to managerial
effectiveness, innovation, and organizational commitment, as
well as lower stress.
Team members feel more empowered when they are allowed
discretion in how they do their work, which translates into
higher team performance.
Sense of meaning: Creating a sense of meaning at work may
enable leaders to activate other positive attitudes about work

and improve employee motivation.
24

Chapter 14 Organizational Culture1The Team Cultur

Recommended

Recommended

More Related Content

Similar to Chapter 14 Organizational Culture1The Team Cultur

Similar to Chapter 14 Organizational Culture1The Team Cultur (20)

More from EstelaJeffery653

More from EstelaJeffery653 (20)

Recently uploaded

Recently uploaded (20)

Chapter 14 Organizational Culture1The Team Cultur