CPSM Exam 3 flashcards

32 cards. Read the term and the definition here. The deck at the top of this page is optional.

Situational leadership readiness levels

Hersey-Blanchard pairs four follower readiness levels with four styles: telling for unable and unwilling, selling for unable but willing, participating for able but unwilling, delegating for able and willing followers.

Four I's of transformational leadership

Idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Leaders using all four raise follower commitment beyond transactional reward-for-performance exchange and build trust that survives change.

Goleman leadership styles

Six styles: coercive, authoritative, affiliative, democratic, pacesetting, coaching. Research showed authoritative and affiliative produced the most positive climate; coercive and pacesetting, used alone, damaged climate most.

French and Raven power bases

Legitimate, reward, coercive, expert, and referent power. Expert and referent power tend to earn commitment, while coercive power tends to produce compliance or resistance and erodes trust over time.

Tuckman team development stages

Forming, storming, norming, performing, adjourning. Leaders must direct heavily during forming, mediate conflict during storming, and shift toward delegation once the team reaches performing.

Servant leadership test

Greenleaf's test: do those served grow as persons, become healthier, wiser, freer, more autonomous, and more likely to serve others? The leader's primary role is service to followers, not control.

Managerial grid extremes

Blake-Mouton grid scores concern for people and concern for production from 1 to 9. Team management (9,9) is the ideal; country club (1,9), task (9,1), and impoverished (1,1) are deficient.

Kotter's first three steps

Create a sense of urgency, build a guiding coalition, and form a strategic vision with initiatives. Skipping urgency or coalition building causes later steps to fail because change lacks energy and sponsorship.

Lewin force-field analysis

Change results from shifting the balance of driving and restraining forces. Reducing restraining forces such as fear or workload typically meets less resistance than increasing pressure to change.

ADKAR sequence

Awareness, Desire, Knowledge, Ability, Reinforcement. It describes an individual's change journey; the first unmet stage is the barrier, so training fails when awareness or desire is missing.

Bridges transition model

Transition has three phases: ending and letting go, the neutral zone, and new beginnings. The neutral zone is confusing but is where creativity and new ways of working emerge.

Kotter step six short-term wins

Deliberately plan visible, unambiguous wins within months and publicize them. Wins validate the vision, defuse skeptics, and sustain momentum before harder structural changes begin.

Resistance as diagnostic data

Resistance signals an unmet concern such as lost competence, status, workload, or fairness. Diagnose the specific source; generic reassurance and more communication usually intensify rather than resolve it.

Commitment curve stages

Awareness, understanding, positive perception, adoption, institutionalization. People move through stages sequentially, and messages must be repeated through multiple channels before adoption becomes stable.

Automation versus augmentation

Automation replaces rule-based human tasks with machines; augmentation pairs human judgment with machine support such as recommendations. Augmentation suits ambiguous decisions, automation suits high-volume stable structured processes.

Technology adoption lifecycle chasm

Geoffrey Moore's gap between early adopters, who buy for advantage, and the early majority, who buy for proven productivity. Crossing it requires a whole-product solution and referenceable mainstream customers.

Data maturity ladder

Descriptive, diagnostic, predictive, prescriptive analytics. Each step demands better data quality, governance, and skills; most organizations stall at descriptive reporting and never reach predictive capability.

Cloud service model responsibilities

IaaS leaves the customer managing operating systems and above; PaaS leaves applications and data; SaaS leaves only configuration, integration, and user data. Responsibility shifts to the provider as you move up.

Pilot-to-scale failure

Most transformation pilots fail to scale because scaling requirements - data, process redesign, skills, budget, ownership - are not defined before the pilot ends. A pilot without a scaling path is a demonstration, not transformation.

Legacy modernization options

Rehost, replatform, refactor or re-architect, retire, retain. Risk and cost rise from rehost toward refactor, as does long-term benefit; retire and retain are valid choices for low-value systems.

RPA suitability criteria

Robotic process automation fits high-volume, rule-based, stable processes with structured digital inputs and few exceptions. It fails where judgment, unstructured data, or frequent process change dominate.

Triple bottom line

Elkington's framework scores performance on people, planet, and profit. It treats social and environmental outcomes as results to be measured and reported alongside financial performance, not as externalities.

GHG Protocol scopes

Scope 1 covers direct emissions from owned sources; Scope 2 covers purchased electricity, heat, or steam; Scope 3 covers upstream and downstream value-chain emissions, usually the largest share.

Double materiality

Required under CSRD: report how sustainability matters affect the company financially, and separately how the company impacts people and the environment. Both directions must be assessed and disclosed.

Net zero versus carbon neutral

Net zero requires deep emission cuts with residual emissions balanced by permanent removals. Carbon neutral can be claimed using offsets without reducing emissions, so the terms are not interchangeable.

Circular economy principles

Ellen MacArthur's three principles: eliminate waste and pollution by design, keep products and materials in use, and regenerate natural systems. This replaces the linear take-make-dispose model.

Science-based target criteria

A reduction pathway consistent with limiting warming to 1.5°C or well below 2°C, validated against a recognized methodology. Targets typically combine a near-term goal with a long-term net-zero commitment.

TCFD disclosure pillars

Governance, strategy, risk management, and metrics and targets. The framework structures climate-related financial disclosure around how climate risk is governed, assessed, and measured by the organization.

VRIO test

A resource must be Valuable, Rare, costly to Imitate, and the firm Organized to capture its value. Failing any criterion limits the advantage to parity or temporary rather than sustained.

Ansoff growth matrix

Four growth options by product and market novelty: market penetration, product development, market development, and diversification. Diversification carries the highest risk because both dimensions are new.

Porter generic strategies

Cost leadership, differentiation, and focus on a narrow segment via cost or differentiation. Firms that pursue neither low cost nor distinct value become stuck in the middle and earn below-average returns.

BCG matrix cash flow logic

Stars need investment, cash cows generate surplus funding, question marks require selective investment, and dogs are candidates for divestment. Cash cows fund stars and chosen question marks.