MGT 320: Exam 1
Personal Characteristics of Leaders
-energy -passion -humility -physical stamina
Task Oriented Behaviors
- Clarify task objectives and job responsibilities - Set performance expectations - Plan use of resources - Coordinate activities - Check progress and quality of work - Evaluate performance
Work-Related Characteristics of Leaders
- Drive, desire to excel - Dependability - Fair-mindedness - Perseverance, tenacity
Social Background of Leaders
- Education - Mobility
Intelligence and Ability of Leaders
- Intelligence, cognitive ability - Knowledge - Judgment, decisiveness
Personality of Leaders
- Optimism - Cheerfulness - Self-confidence - Honesty & integrity - Charisma - Desire to lead - independence
Social Characteristics of Leaders
- Sociability, interpersonal skills - Cooperativeness - Ability to enlist cooperation - Tact, diplomacy
Most Common Team Problems
- absence of team identity - difficulty making decisions - inability to resolve conflicts - poor communication - lack of participation - lack of creativity - group think - ineffective leadership
People Oriented Behaviors
- acknowledge accomplishments - Respect people - Be positive - Give time and encouragement - Show acceptance and compassion - Display trust
Transformational Leadership
- focus on facilitating change - Their goal often is to bring people together, form connections, connect followers to the organization - A doctor telling the janitorial staff how important their job is
Transactional Leadership
- focused on the economics of the relationships - "you do ___ hours of work, I will ensure you get paid ____ amount of money" - You treat me like shit I treat you like shit - Not interested in creating change
Reciprocity
- give and take concept - a leader does something nice for you, you do something nice for you
Charismatic leaders
- lead and create change based on their personality - inspire and motivate people - they get people to go above and beyond
Machiavellian-Style Leadership
- worried about losing their power and constantly scanning their surroundings - characteristics: pick their battles, don't mind being feared, use rewards and punishments to shape behavior
Leadership
Direction: create vision and strategy, maximize opportunity, keep eye on horizon Alignment: create shared culture and values, provide learning opportunities, encourage networks and flexibility Relationships: invest in people, use personal influence, inspire with purpose and trust Personal Qualities: emotional connections (heart), open mind (mindfulness), listening (communication), nonconformity (courage) Outcomes: create change and a culture of agility and integrity
Management
Direction: plan and budget, minimize risk for sure results, focus on bottom line Alignment: organize and staff, direct and control, create structure and order Relationships: invest in goods, use position power, focus people on specific goals Personal Qualities: emotional and distance, expert mind, talking, conformity, insight into organization Outcomes: maintain stability; create a culture of culture
Leadership Evolution
Era 1: Great Person Leadership Era 2: Rational Management Era 3: Team or Lateral Leadership Era 4: Learning Leadership
Culture creates norms, norms reinforce culture.
TRUE
If you have a larger culture gap, you tend to have a weaker culture gap
TRUE
In the ______, leaders actively create change by encouraging and rewarding creativity, experimentation, and innovation.
adaptability corporate culture
Theory Y
assumes that, given challenge and freedom, workers are motivated to achieve self-esteem and to demonstrate their competence and creativity. Y is good, (Happy has a Y), optimistic leaders
Some values become so deeply embedded in a culture that organizational members:
can see, hear, and observe them by watching other members of the organization.
New Paradigm Leader Characteristics
change manager, facilitator, collaborator, diversity promoter, humble
According to the trait approach to leadership, which of the following is categorized as a social characteristic of leaders?
cooperativeness
According to Blake and Mouton, ____ occurs when primary emphasis is given to people rather than work outputs
country club management
An organization's culture may not always be in alignment with the expectations/desire of senior leaders. This phenomenon is known as:
culture gap
Which of the following is an example of initiating structure behavior of leaders?
directing tasks
A derailed manager has the ability to see the big picture when promoted into a general management position.
false
As discussed in your book, in a hyper-connected, networked age, competition becomes more important than collaboration.
false
As discussed in your book, in the involvement corporate culture, leaders tend to value reliability and emphasize order and discipline.
false
Culture gaps are usually minimal in the case of mergers.
false
Management is concerned with communicating the vision and developing a shared culture and set of core values that can lead to the desired future state.
false
Task-oriented leadership behaviors include giving time and encouragement.
false
The contingency approach to leadership sought to identify the traits leaders possessed that distinguished them from people who were not leaders
false
The role of leadership is to motivate people through rewards and punishments.
false
Out-Group
gets let-out of things, more rebellious, not the group you want to be in
High-quality leader-member exchange relationships:
have been found to lead to very positive outcomes for the organization.
Steve leads the administrative department of Mayo Pvt. Ltd. He encourages people to perform to their maximum potential by providing support and regular feedback. He ensures that the opinions of his team members are considered before a decision is made. He does not believe in rigidity and inviolate procedures. In the context of the given scenario, Steve holds that:
human capital is more important than financial
Which of the following statements is true of a high-performance culture?
it discourages individual employee ownership of bottom-line results
Which of the following statements is a stereotype about leaders?
leaders are different and above others
Theory X
micromanagers, believe that workers dislike work and have a low work motor X is bad, negative leaders
In-Group
popular, get better treatment, the group you want to be in
Leaders can enact cultural values in an organization through:
specialized language
Old Paradigm Leader Characteristics
stabilizer, controller, competitor, diversity avoider, hero
More is not always better when it comes to traits
test question answer
As discussed in your book, which of the following is a characteristic of old paradigm.
they are diversity avoiders.
Which of the following is a quality of managers?
they have expert minds rather than open minds.
As discussed in your book which of the following statements is true of entrepreneurial leaders?
they tend to be persistent, independent, and action oriented.
A few traits typically considered highly important for leadership are optimism, self-confidence, honesty and integrity, and drive.
true
As discussed in your book, the myth of a "complete leader" can cause stress and frustration for leaders and followers, as well as damage to the organization.
true
As its most basic, culture is a pattern of shared assumptions and beliefs about how things are done in an organization.
true
Consideration describes the extent to which a leader cares about subordinates, respects their ideas and feelings, and establishes mutual trust.
true
In the context of mechanisms used by leaders to enact cultural values, a story is an object, act, or event that conveys meaning to others.
true
Leaders influence people to change by providing an inspiring vision of the future and shaping the culture and values needed to attain it.
true
Some values that seem to be important to many companies today, whatever the industry or type of culture, include open communication, teamwork, and quality.
true
Which of the following statements is true of uniformity in organizations?
uniform thinking can be a disaster in multinational and diverse world.
