EXAM 1 - MGT 410

Authority-Compliance Management (9,1)

efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree

5 fatal flaws that cause derailment

1. Performance Problems 2. Problems with relationships 3. difficulty changing 4. difficulty building and leading a team 5. Too narrow management experience

Stages of Development of Individualized Leadership

1. Vertical Dyad Linkage 2. Leader-Member Exchange 3. Partnership Building

Path-Goal Theory

A contingency approach to leadership in which the leader's responsibility is to increase subordinates' motivation by clarifying the behaviors necessary for task accomplishment and rewards

The Vroom-Jago Contingency Model

A contingency model that focuses on varying degrees of participative leadership and how each level of participation influences the quality and accountability of decisions

Vertical Dyad Linkage (VDL) Model

A model of individualized leadership that argues for the importance of the dyad formed by a leader with each member of the group

Strength

A natural talent or ability that has been supported and reinforced with learned knowledge and skills

Emotional Intelligence

A person's abilities to perceive, identify, understand, and successfully manage emotions in self and others

Derailment

A phenomenon in which a manager with an impressive track record reaches a certain level but goes off track and can't advance because of a mismatch between job needs and personal skills and qualities

Paradigm

A shared mindset that represents a fundamental way of thinking about, perceiving, and understanding the world

Individualized Leadership

A theory based on the notion that a leader develops a unique relationship with each subordinate or group member, which determines how the leader behaves toward the member and how the member responds to the leader

Leadership Grid

A two-dimensional leadership model that describes major leadership styles based on measuring both concern for people and concern for production

George, the financial manager of a firm, executes his tasks with commitment. He takes his responsibilities seriously. Which of the following characteristics of leaders does George possess? A. Conscientiousness B. Empathy C. Relationship management D. Adaptability

A. Conscientiousness

According to Fiedler's contingency model of leadership, which of the following indicates a high degree of task structure? A. Routine tasks B. Creative tasks C. Ill-defined tasks D. Research tasks

A. Routine tasks

Adam, a project manager, is enthusiastic about utilizing every available opportunity at his workplace. He ensures that his team's projects adhere to the company's high standards. He remains calm when things go wrong and provides resourceful solutions. Which of the following qualities of leaders does Adam display? A. Self-management B. Systems thinking C. Self-awareness D. Social capital

A. Self-management

Which of the following statements is true of end values? A. They are beliefs about the kinds of goals or outcomes that are worth trying to pursue. B. They include such things as being helpful to others, being honest, or exhibiting courage. C. They tend to fall into two categories of morality and competence. D. They are beliefs about the types of behavior that are appropriate for reaching goals.

A. They are beliefs about the kinds of goals or outcomes that are worth trying to pursue.

According to the situational theory of leadership, a leader with a _____ provides little direction or support because complete responsibility for decisions and their implementation is turned over to followers. A. delegating leadership style B. participating leadership style C. telling leadership style D. selling leadership style

A. delegating leadership style

The right hemisphere of the brain is associated with: A. intuitive thought processes. B. analytical thinking. C. a linear approach to problem solving. D. routine processes.

A. intuitive thought processes.

Managers and leaders are different because: A. managers maintain stability while leaders promote change. B. managers promote nonconformity while leaders promote conformity. C. managers maximize opportunities while leaders minimize risk for sure results. D. managers invest in people while leaders invest in goods.

A. managers maintain stability while leaders promote change.

The expert mind becomes a danger in organizations because it: A. rejects new ideas based on past experience and knowledge. B. often becomes open to the perspectives of other people. C. puts aside preconceptions and suspends beliefs and opinions. D. forgets many of its conditioned ideas.

A. rejects new ideas based on past experience and knowledge.

Whole Brain Concept

An approach that considers not only a person's preference for right-brained versus left-brained thinking, but also conceptual versus experiential thinking; identifies four quadrants of the brain related to different thinking styles

Attitude

An evaluation (either positive or negative) about people, events, or things

What is leadership?

An influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes

Contingency Approach

Approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively **Followers, leaders, and the situation**

Intellectual stimulation

Arousing followers' thoughts and imaginations as well as stimulating their ability to identify and solve problems creatively

Theory X

Assumption that people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibility

Theory Y

Assumption that people do not inherently dislike work and will commit themselves willingly to work that they care about

Behavior Approaches

Autocratic & Democratic

According to the path-goal theory of leadership, which of the following leadership styles stresses high-quality performance and improvement over current performance? A. Participative leadership B. Achievement-oriented leadership C. Supportive leadership D. Directive leadership

B. Achievement-oriented leadership

Which of the following is an example of initiating structure behavior of leaders? A. Listening carefully to problems B. Directing tasks C. Showing appreciation D. Seeking input from subordinates

B. Directing tasks

According to the path-goal theory of leadership, which of the following situational contingencies consists of the educational level of subordinates and the quality of relationships among them? A. Human relations skills B. Work-group characteristics C. Formal authority systems D. Task structures

B. Work-group characteristics

Gilbert heads the accounts team of HFC Inc. He received negative feedback from his clients about one of the projects that he managed. He held his subordinates responsible as he felt that they were inefficient and worked carelessly. The judgment made by Gilbert is an example of _____. A. a self-serving bias B. an internal attribution C. perceptual defense D. the halo effect

B. an internal attribution

Selling Style (Team Management)

Based on a high concern for both relationships and tasks **Moderate Readiness**

Self-Awareness

Being conscious of the internal aspects of one's nature, such as personality traits, emotions, values, attitudes, and perceptions, and appreciating how your patterns affect other people

High internal locus of control (internals)

Belief that actions determine what happens to them

High external locus of control (externals)

Belief that outside forces determine what happens to them

Instrumental values

Beliefs about the types of behavior that are appropriate for reaching goals

Bringing Love to Work

Binds people for a shared purpose through positive forces Attracts people to take risks, learn, grow, and move the organization forward should be translated to action

According to the Vroom-Jago contingency model of leadership, which of the following activities refers to delegation in decision making? A. A leader makes a decision alone and announces it to the group. B. A leader presents a problem to the group members, gets their suggestions, and then makes the decision. C. A leader permits the group to make a decision within prescribed limits. D. A leader presents a problem to the group in a meeting.

C. A leader permits the group to make a decision within prescribed limits.

Which of the following statements is true of individualized leadership? A. It is against the concept of exchange, what each party gives to and receives from the other. B. It assumes that a leader adopts a general leadership style that is used with all group members. C. It holds that leadership is a series of dyads or a series of two-person interactions. D. It is based on the notion that leaders should not develop relationships with subordinates.

C. It holds that leadership is a series of dyads or a series of two-person interactions.

Which of the following statements is true of honesty? A. It refers to high motivation that creates a high effort level by a leader. B. It includes a complete set of skills and characteristics to handle any problem. C. It implies an openness that followers welcome. D. It helps leaders interpret situations in more conservative ways.

C. It implies an openness that followers welcome.

Which of the following statements is an outdated stereotype about leaders? A. Leaders should not commit to something outside their own self-interest. B. Leaders do not need followers. C. Leaders are different and above others. D. All leaders are sometimes followers as well.

C. Leaders are different and above others.

Which of the following statements is true of talents? A. Talents arise from natural strengths. B. Talents are not mere aspects of one's potential. C. Talents can be turned into strengths by consciously enhancing them. D. Talents include having a complete set of skills and abilities to handle any problem.

C. Talents can be turned into strengths by consciously enhancing them.

Which of the following is a characteristic of new paradigm leaders? A. They are diversity avoiders. B. They are humble. C. They are competitive. D. They are stabilizers.

C. They are humble

Which of the following is true of people who work in fear-based organizations? A. They respect and trust their managers. B. They take risks and challenge the status quo. C. They often leave the organization. D. They lead with head and heart.

C. They often leave the organization.

In Leadership Era 2, _____ of leadership worked because leaders could analyze their situation and develop careful plans. A. influence theories B. relational theories C. behavior theories D. trait theories

C. behavior theories

The dimension of extroversion includes the characteristic of _____. A. agreeableness B. security C. dominance D. dependability

C. dominance

In the context of the trait approach to leadership, the diversity of traits that effective leaders possess indicates that: A. leadership includes being prideful and arrogant. B. leadership includes grasping diverse points of view and leaving everybody satisfied. C. leadership ability is not a genetic endowment. D. leadership ability cannot be acquired without a complete set of skills.

C. leadership ability is not a genetic endowment.

Laurel, the manager of a software company, assumes that the male employees in her organization are more creative and innovative than the female employees in her organization. In the given scenario, Laurel's assumption is known as _____. A. attribution B. perceptual defense C. stereotyping D. projection

C. stereotyping

Which of the following is a quality of managers? A. They invest in people instead of investing in goods. B. They create vision and strategy instead of planning and budgeting. C.They have expert minds rather than open minds. D. They use personal influence instead of the power of their position.

C.They have expert minds rather than open minds.

Internal attribution

Characteristics of the person led to the behavior

Blind Spots

Characteristics or habits that people are not aware of or don't recognize as problems but which limit their effectiveness and hinder their career success

Participating Style (Country Club)

Characterized by high relationship and low task behavior **High readiness**

Leader Roles in Path-Goal Model

Clarify Path & Increase Rewards

Participative leadership (Possible Leader Behaviors in Path-Goal Theory)

Consults with subordinates about decisions Leader behavior includes asking for opinions and suggestions, encouraging participation in decision making, and meeting with subordinates in their workplaces

Right hemisphere

Creative, intuitive, values-based thought processes

Good leadership is about: A. interpreting data based on preestablished routines. B. blindly accepting rules and labels created by others. C. following the rules set by others. D. standing up for what one believes is the best for the organization.

D. standing up for what one believes is the best for the organization.

Locus of Control

Defines whether a person places the primary responsibility for what happens to him or her within himself/herself or on outside forces

Openness to experience

Degree to which a person has a broad range of interests and is imaginative, creative, and willing to consider new ideas Intellectually curious and seeks new experiences Early travel and exposure to different ideas and culture are critical to development Important because leadership is about change

Agreeableness

Degree to which a person is able to get along with others by being good-natured, cooperative, forgiving, compassionate, understanding, and trusting Warm and approachable More agreeable people are more likely to get and keep jobs Overly agreeable people tend to be promoted less and earn less money

Extroversion

Degree to which a person is outgoing, sociable, talkative, and comfortable meeting and talking to new people Includes the characteristic of dominance Likes to be in control and influence others Self-confident, seeks positions of authority, and is competitive and assertive

Conscientiousness

Degree to which a person is responsible, dependable, persistent, and achievement-oriented Focus on a few goals More important than extroversion for effective leadership

Emotional Stability

Degree to which a person is well-adjusted, calm, and secure Handle stress and criticism well and does not take mistakes or failures personally Develop positive relationships Improve relationships Leaders with a low degree of emotional stability can become tense, anxious, or depressed

Telling Style (Authority Compliance)

Directive approach that reflects a high concern for tasks and a low concern for people and relationships **Low Readiness**

Democratic Approach

Effective if subordinates possess decision-making skills

Importance of Self-Awareness

Effective leaders know who they are and what they stand for

Autocratic approach

Effective when the skill difference between the leader and subordinates is high

Leadership Evolution

Era 1: Great Person Leadership Era 2: Rational Management Era 3: Team or Lateral Leadership Era 4: Agile Leadership

Perceptual Distortions

Errors in judgment that arise from inaccuracies in the perceptual process

Influence Theory

Examined the influence processes between leaders and followers Charismatic leadership - Influence based on the qualities and personality of the leader

Emotions are not contagious

False

Big Five Personality Dimensions

Five general dimensions that describe personality: extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience

Relational Theories

Focused on how leaders and followers interact and influence one another

Values

Fundamental beliefs that an individual considers to be important, that are relatively stable over time, and that have an impact on attitudes and behavior

"Old" vs. "New" Paradigm

Hero vs. Humble

Situational Theory

Hersey and Blanchard's extension of the Leadership Grid focusing on the characteristics of followers as the important element of the situation, and consequently, of determining effective leader behavior

Cognitive Style

How a person perceives, processes, interprets, and uses information

Developing a Leader's Mind to Expand their Mental Models

Independent Thinking Open-Mindedness Systems Thinking Personnel Mastery

Leader-Member Exchange (LMX) Theory

Individualized leadership model that explores how leader-member relationships develop over time and how the quality of exchange relationships affects outcomes *Leaders form high-quality relationships with all followers*

Attributions

Judgments about what caused a person's behavior—either characteristics of the person or of the situation

Left hemisphere

Logical, analytical thinking and a linear approach to problem solving

Contingency Theory

Leaders can analyze their situation and tailor their behavior to improve leadership effectiveness Also known as situational theories Leadership cannot be understood in a vacuum separate from various elements of the group or organizational situation

Behavior Theory

Leaders' behavior toward followers correlated with leadership effectiveness or ineffectiveness

Meta-Categories of Behavior & Four Leader Styles

Low Task-Low Relationship Low Task-High Relationship High Task-High Relationship High Task-Low Relationship

Comparing Management and Leadership

Management: Plan, budget, organize, direct, control, invest in goods, power, distance, expert mind, conformity, maintain stability, efficiency Leadership: create vision, strategy, shared culture, learning opportunities, networking, invest in people, use personal influence, inspire, emotional, open mind, create change

Why Followers Respond to Love

Meets unspoken employee needs Hear and understand them Disagree without making them wrong Acknowledge the greatness within them Remember to look for their loving intentions Tell them the truth with compassion

Matching Strengths with Roles

Operational Role Collaborative Role Advisory Role

Vision

Picture of an ambitious, desirable future for the organization or team

Attainment of organizational goals in an effective and efficient manner through:

Planning and organizing Staffing and directing Controlling organizational resources

Open-Mindedness

Putting aside preconceptions and suspending beliefs and opinions Needed for learning Referred to as beginner's mind

Independent thinking

Questioning assumptions and interpreting data and events according to one's own beliefs, ideas, and thinking, rather than preestablished rules or categories defined by others

Mindlessness in action:

Questioning assumptions and interpreting data and events according to one's own beliefs, ideas, and thinking, rather than preestablished rules or categories defined by others

Delegating Style (Impoverished)

Reflects a low concern for both tasks and relationships ** VERY high readiness**

For leaders, values influence how they:

Relate to others Perceive opportunities, situations, and problems Make decisions

Achievement-oriented leadership (Possible Leader Behaviors in Path-Goal Theory)

Sets clear and challenging goals for subordinates Leader behavior stresses high-quality performance and improvement over current performance

Supportive Leadership (Possible Leader Behaviors in Path-Goal Theory)

Shows concern for subordinates' well-being and personal needs Leader's behavior is open, friendly, and approachable, and the leader creates a team climate and treats subordinates as equals

External attribution

Situation caused the person's behavior

Neutralizer of Leadership

Situational characteristic that counteracts the leadership style and prevents the leader from displaying certain behaviors

Substitute for Leadership

Situational variable that makes leadership unnecessary or redundant

End values

Sometimes called terminal values, these are beliefs about the kind of goals or outcomes that are worth trying to pursue

Mindfulness

State of focused attention on the present moment and a readiness to create new mental categories in the face of evolving information and shifting circumstances

Directive Leadership(Possible Leader Behaviors in Path-Goal Theory)

Tells subordinates exactly what they are supposed to do Leader behavior includes planning, making schedules, setting performance goals and behavior standards, and stressing adherence to rules and regulations

Perceptual defense

Tendency to protect oneself by disregarding ideas, situations, or people that are unpleasant

Myers-Briggs Type Indicator

Test that measures how individuals differ in gathering and evaluating information for solving problems and making decisions

Global Mindset

The ability of managers to appreciate and influence individuals, groups, organizations, and systems that represent different social, cultural, political, institutional, intellectual, or psychological characteristics

Systems Thinking

The ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce or change whole system patterns *Circles of Causality*

Authoritarianism

The belief that power and status differences should exist in an organization Leader's degree of authoritarianism affects how the leader wields and shares power

Personal Mastery

The discipline of mastering yourself; it embodies clarity of mind, clarity of objectives, and organizing to achieve objectives Three qualities: Clarity of mind—Commitment to the truth of the current reality Clarity of objectives—Focus on the end result that provides motivation Organizing to achieve objectives—Bridge the disparity between current reality and the vision of a better future

Traits

The distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance

Consideration

The extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust

Initiating Structure

The extent to which a leader is task oriented and directs subordinates' work activities toward goal achievement

Perception

The process people use to make sense out of the environment by selecting, organizing, and interpreting information

Personality

The set of unseen characteristics and processes that underlie a relatively stable pattern of behavior in response to ideas, objects, and people in the environment

Self-Serving Bias

The tendency to overestimate the influence of internal factors on one's successes and the influence of external factors on one's failures

Fundamental Attribution Error

The tendency to underestimate the influence of external factors on another's behavior and overestimate the influence of internal factors

Mental Models

Theories people hold about specific systems in the world and their expected behavior helps leaders attain the desired outcome by arranging the key elements in the systems

Contingency

Theory meaning one thing depends on other things - "It depends"

High authoritarianism

Traditional and rational approach to management Autocratic style of leadership Difference between leader and follower affects leader's effectiveness

Guidelines for Working with Different Personality Types

Understand your own personality and how you react to others Treat everyone with respect Acknowledge each person's strengths Strive for understanding Remember that everyone wants to fit in

Four important characteristics for Entrepreneurial traits

Vision and dissatisfaction with the present Ability to get people on board Flexibility, openness to feedback, and ability to learn and adapt Persistence and execution

Fear in Organizations

Workers can fear failure, change, personal loss, judgement, and the boss

Great Man Approach

a leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders

Trait Theory

a leadership theory that holds that effective leaders possess a similar set of traits or characteristics

Great Man Theory

a theory of leadership that explained leadership by examining the traits and characteristics of individuals considered to be historically great leaders

Middle-of-the-Road Management (5,5)

adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level

Five Leader Decision Styles

decide, consult individually, consult group, facilitate, delegate

Impoverished Management (1,1)

exertion of minimum effort to get required work done is appropriate to sustain organization membership

Agile Leadership

giving up control in the traditional sense and encouraging the growth and development of others to ensure organizational flexibility and responsiveness

What Leadership Involves

influence, intention, personal responsibility and integrity, change, shared purpose, followers

Leaders with a high emotional intelligence are

more effective Leaders should understand: Range of emotions people have How emotions manifest themselves

Characteristics of Leaders

optimism self-confidence honesty integrity drive

Assumptions

part of a leader's mental model about events, situations, circumstances, and people are dangerous if they are accepted as truth

The Components of Emotional Intelligence

self-awareness, self-management, social awareness, relationship management

Country Club Management (1,9)

thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo

Team Management (9,9)

work accomplishment is from committed people; interdependence through a common stake in organization purpose leads to relationships of trust and respect