MAN4120- MIDTERM

According to Herman's whole brain concept, when leaders have a predominantly A quadrant thinking style, they tend to:

Be directive and authoritative

Self Awareness:

Being aware of the internal aspects of one's nature such as personality traits, emotions, values, and perceptions.

Great Man Theories:

Belief that leaders were born with certain heroic leadership traits and natural abilities of power and influence.

People with an internal locus of control:

Believe their actions determine what happen to them

Basic component of leadership is:

Clarity of objective

What sparks the courage for leaders to act?

Confidence

Example of initiating structure behavior of leaders?

Directing task

moral leadership is about:

Distinguishing right from wrong and doing it right

Dimension of extroversion:

Dominance

Leadership Era 2

Emergence of hierarchy and bureaucracy

Behavioral trait of the unethical leaders

Establishing and communicating

Influence theories

Examine influence process between leaders and followers.

Stage two in the development of the individualized leadership theory:

Examines specific attributes of the exchange relationship.

In the context of using substitutes for leadership, which factors tend to substitute for leader task orientation.

Formalized rules

Underlying dimensions of job-centered leadership behavior

Goal emphasis

High quality leader-member exchange relationship

Have been found to lead to very positive outcomes for leaders, followers, work units and the organizations.

Quality Managers

Have expert minds

Drive

High motivation that creates a high effort level by a leader

Vroom - Jago contingency model of leadership

If the subordinates have a high level of expertise in relation to a problem, more responsibility for the decision can be delegated to them.

Ethical pressure that challenges the ability of leaders to do the right thing

Integrity

Fielder's contingency theory of leadership:

Is the extent to which the leader's style is relationship-oriented or task-oriented.

Two underlying dimensions of employee-centered leadership behaviors

Leader support and interaction facilitation

Postconventional leadership is about:

Leaders being guided by an internalized set of principles universally recognized as right

Situational theory of leadership

Leaders can analyze their situations and tailor their behavior to improve leadership effectiveness.

Attempts to achieve collaboration, empowerment and diversity can succeed only if:

Leaders intentionally practice and apply.........

Managers and leaders are different because:

Management focuses on achieving specific results; leadership calls for creating a compelling vision of the future.

Level 5 leaders have:

No need to be in the limelight

Clarity of mind, clarity of objectives and organizing to achieve objectives are the component of

Personal Mastery

Management focuses on getting the most results out of people so that:

Production goals and services are provided to customers in a timely matter.

Someone who scores high on agreeableness:

Seems warm and approachable

Leading with love

Sentiments emery into action

When leaders rely on negative emotions such as fear to fuel productive work, they:

Slowly destroy people's sprits

Good leadership is about:

Standing up for what you believe is best for the organization

Assumptions:

Temporary ideas

Servant leaders:

Transcend self- interest to serve the needs of others.

Leadership grid

Two- dimensional leadership model that describes major leadership styles based on measuring both concern for people and concern fro production.

Conscientiousness refers to the degree to:

Which a person is responsible

A key component of leadership is:

being emotionally connected to others and understanding how emotions affect working relationships and performance.

People- oriented leader:

concerned with people

The ethical pressures that challenge leaders include:

doing the right thing despite pressure of increased of profits

Executive coaches

encourage leaders to confront their flaws

Path goal theory of leadership

increase subordinates motivation to attain personal and organizational goals.

A leader at the postconventional level of personal moral development

is a visionary, empowering and committed to serviing others and a higher cause.

An effective Leader:

learns to continually question their own beliefs, assumptions and perceptions in order to see things in unconventional ways and meet the challenges of the future head on.

Myers-Briggs Type Indicator(MBTI) assessment

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

Task- oriented leader:

motivated by task accomplishments