MGT 410 Exam 1

The right-hemisphere of the brain is associated with:

intuitive thought processes

what are some *work-related characteristics* that leaders possess?

-drive/desire to excel -dependability -fair-mindedness -perseverance/tenacity

What are some *personal characteristics* of leaders?

-energy -passion -humility -physical stamina

leaders should:

-hone their skills -collab with others

What does leadership involve?

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

charismatic leadership

-influence based on the qualities and charismatic personality of the leader

contingency/situational theories-

-leaders can analyze their situation and tailor their behavior to improve leadership effectiveness -leadership cannot be understood in a vacuum separate from various elements of the group of organizational situation

great man approach:

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

what *personality characteristics* do leaders possess?

-optimism -cheerfulness -self-confidence -honesty and integrity -charisma -desire to lead -independence

What are the steps when learning to be a leader?

-practice acts of leadership in your everyday life -emulate successful leaders -find a mentor to provide feedback -complete a leadership course to improve skills -work to develop personal traits of empathy/patience

what *social characteristics* do leaders possess?

-sociability/ interpersonal skills -cooperativeness -ability to enlist cooperation -tact/diplomacy

what are traits?

-the distinguishing personal characteristics of a leader, such as: intelligence honesty self-confidence appearance

What are two important relational theories?

-transformational leadership -servant leadership

What are the 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

What is the definition of leadership?

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

Self awareness

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

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

pike syndrome

Illustrates the power of the conditioning that limits thinking and behavior

compare the old paradigm of leadership to the new paradigm of leadership:

OP: stabilizer controller competitor diversity avoider hero NP: change manager facilitator collaborator diversity promoter humble

independent thinking

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

Which of the following is true of people who work in fear-based organizations?

They often leave the organization

Very high readiness

Use the delegating leader style

High readiness

Use the participating leader style

Moderate Readiness

Use the selling leader style

low readiness

Use the telling leader style

Entrepreneurial traits and behaviors

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

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

vroom-jago contingency model

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

collaborative role

a horizontal leadership role (such as team leader) in which the leader often works behind the scenes and uses personal power to influence others and get things done

According to the Vroom-Jago contingency model of leadership, WOTF activities refers to the delegation in decision making?

a leader permits the group to make a decision within prescribed limits

Democratic

a leader who delegates authority to others, encourages participation, relies on subordinates' knowledge for completion of tasks, and depends on subordinate respect for influence

task-oriented leader

a leader who is concerned more with getting the job done than with workers' feelings and relationships

relationship-oriented leader

a leader who is concerned more with workers' feelings and relationships

autocratic

a leader who tends to centralize authority and derive power from position, control of rewards, and coercion

Employee centered

a leadership behavior that displays a focus on the human needs of subordinates

advisory role

a leadership role that provides advice, guidance, and support to other people and departments in the organization

Fiedler's Contingency Model

a model designed to diagnose whether a leader is task-oriented or relationship-oriented and match leader style to the situation

Vertical Dyad Linkage 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/ability that has been supported and reinforced with learned knowledge and skills

emotional intelligence

a persons abilities to perceive, identify, understand, and manage emotions in self and in others

paradigm:

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

neutralizer

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

mindfulness

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

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

Contingency

a theory meaning one thing depends on other things

The leadership grid

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

Operational role

a vertically oriented leadership role in which an executive has direct control over people and resources and the position power to accomplish results

According to the Path-Goal theory of leadership, WOTF leadership styles stresses high-quality performance and improvement over current performance?

achievement-oriented leadership

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 enduring positive or negative evaluation of an object or event

Gilbert heads the accounts team. 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 judgement made by Gilbert is an example of__________.

an internal attribution

halo effect

an overall impression of a person or situation based on one characteristic, either favorable or unfavorable

Contingency Approach

approaches that seek to delineate the characteristics of situations and followers and examine the leadership styles that can be used effectively

intellectual stimulation

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

self-confidence:

assurance in one's own judgements, decision making, ideas, and capabilities

Management

attainment of organizational goals in an effective and efficient manner through: -planning and organizing -staffing and directing -controlling organizational resources

In leadership era 2, ________ of leadership worked because leaders could analyze their situation and develop careful plans.

behavior theories

empathy

being able to put yourself in someone else's shoes

instrumental values

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

Which of the following statements is true of talents?

can be turned into strengths by consciously enhancing them

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

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?

conscientiousness

participative leadership

consults with employees about decisions and engages them in a workplace setting to encourage group discussion and hear suggestions

locus of control

defines whether an individual places the primary responsibility for his successes and failures within himself or on outside forces

According to the situational theory of leadership, a leader with a _______ provides little direction/support because complete responsibility for decisions and their implementation is turned over to followers

delegating leadership style

Which of the following is an example of initiating structure behavior of leaders?

directing tasks

The dimension of extroversion includes the characteristic of:

dominance

perceptual distortions

errors in perceptual judgment that arise from inaccuracies in any part of the perceptual process

influence theories-

examine the influence processes between leaders and followers

Big Five Personality Dimensions

extroversion, agreeableness, conscientiousness, emotional stability, openness to experience

relational theories-

focus on how leaders and followers interact and influence one another

values

fundamental beliefs that an individual considers to be important, that are stable over time, and have an impact on others

agile leadership:

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

drive:

higher motivation that creates a high effort level by a leader

cognitive style

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

Leader-Member Exchange

individualized leadership model that explores how leader-member relationships develop over time and how the quality of exchange relationships affects outcomes

___________ is the key to success

interdependence

Which of the following statements is true of individualized leadership?

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?

it implies an openness that followers welcome

attributes

judgements about what caused a persons behavior

Which of the following statements is an outdated stereotype about leaders?

leaders are different and above others

behavior theories-

leaders' behavior toward followers correlated with leadership effectiveness or ineffectiveness

In the context of the trait approach to leadership, the diversity of traits that effective leaders possess indicates that:

leadership ability is not a genetic endowment

Job centered

leadership behavior in which leaders direct activities toward efficiency, cost-cutting, and scheduling, with an emphasis on goals and work facilitation

great man theories-

leadership was conceptualized as a single "great man" who put everything together and influenced others to follow along based on the strength of inherited traits, qualities, and abilities

Managers and leaders are different because?

managers maintain stability while leaders promote change

derailment:

phenomenon in which a manager with an impressive track record reaches a certain level but goes off track and cannot advance due to a mismatch between job needs and personal skills/qualities

vision

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

integrity:

quality of being whole, integrated, and acting in accordance with solid ethical principals

The expert mind becomes a danger in organizations because it:

rejects new ideas based on past experience and knowledge

According to Fiedler's contingency model of leadership, WOTF indicates a high degree of task structure?

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?

self-management

achievement-oriented leadership

sets clear and challenging goals for subordinates. behavior stresses high-quality performance

supportive leadership

shows concern for subordinates' well-being and personal needs

Substitute

situational variable that makes a leadership style 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

Good leadership is about:

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

Laurel, a manager, assumes that the male employees in her organization are more creative/innovative than the female employees in her organization. In the given scenario, Laurel's assumption is known as ______.

stereotyping

trait theories-

studied leaders' traits to ID traits to predict good leaders or perhaps even train them

directive leadership

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

optimism:

tendency to see the positive side of things and expect that things will turn out well

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, and 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

theory x

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

theory y

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

authoritarianism

the belief that power and status differences should exist within an organization

leader-member relations

the degree of confidence, trust, and respect subordinates have in their leader

openness to experience

the degree to which a person has a broad range of interests and is imaginative, creative, artistically sensitive, and willing to consider new ideas

extroversion

the degree to which a person is outgoing, sociable, assertive, and comfortable with interpersonal relationships

emotional stability

the degree to which a person is well adjusted, calm, and secure

task structure

the degree to which job assignments are defined

position power

the degree to which leaders are able to hire, fire, reward, and punish workers

Agreeableness

the degree to which someone is cooperative, polite, flexible, forgiving, good-natured, tolerant, and trusting

conscientiousness

the degree to which someone is organized, hardworking, responsible, persevering, thorough, and achievement oriented

personal mastery

the discipline of mastering yourself; it embodies clarity of mind, clarity of objectives, and organizing to achieve objectives

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

quadrant d

the part of the brain associated in the whole brain model with conceptualizing, synthesizing, and integrating facts and patterns

quadrant c

the part of the brain associated in the whole brain model with interpersonal relationships and intuitive and emotional thought processes

quadrant a

the part of the brain associated in the whole brain model with logical thinking, analysis of facts, and processing numbers

quadrant b

the part of the brain associated in the whole brain model with planning, organizing facts, and careful detailed review

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 environment

self serving bias

the tendency to overestimate the influence of internal factors on ones success and the influence of external factors on ones failures

perceptual defense

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

projection

the tendency to see one's own personal traits in other people

fundamental attribution error

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

mental models

theories people hold about specific systems in the world and their expected behavior

Which of the following statements is true of end values?

they are beliefs about the kinds of goals or outcomes that are worth trying to pursue

Which of the following is a characteristic of new paradigm leaders?

they are humble

Which of the following is a quality of a manager?

they have expert minds vs open minds

honesty:

truthfulness and non-deception

According to the Path-Goal theory of leadership, WOTF situational contingencies consists of the educational level of subordinates and the quality of relationships among them?

work-group characteristics