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
