Final answer:
The CSU's system of giving raises at specified intervals rather than based on individual performance is a Dysfunctional Neutralizer. It may reduce the motivation for faculty to perform beyond contractual obligations, potentially leading to decreased performance levels.
Step-by-step explanation:
In the context of leadership and organizational behavior within the California State University (CSU) system, the situation described in which professors are given raises at specified intervals based on contract rules instead of individual performance would best be classified as a Dysfunctional Neutralizer. This term refers to an element within the organizational structure or system that inhibits or diminishes the effectiveness of leadership actions. In this case, the inability to use rewards to influence faculty behavior based on performance could potentially discourage excellence and diminish motivation, leading to a reduced incentive for faculty to exceed expectations or innovate in their roles.
In essence, such a system could remove the motivation for higher performance that transactional leadership styles rely on, where rewards are contingent on performance outcomes. The possible outcome of this setup, as might be implied from various theories of organizational behavior, is that it may lead to overall decreased performance levels among faculty members.