mgt 411 2
according to Herrmans whole brain concept people who rely heavily on quadrant-B thinking:
Like to establish plans and procedures and gets things done on time
stewardship
a belief that leaders are deeply accountable to others as well as to the organization, without trying to control others, define meaning and purpose for others, or take care of others
cultural leader
a leader who actively uses signals and symbols to influence corporate culture
story
a narrative based on true events that is repeated frequently and shared among employees
emotional intelligence
a person's abilities to perceive, identify, understand, and successfully manage emotions in self and others
ceremony
a planned activity that makes up a special event and is generally conducted for the benefit of an audience
mindfulness
a state of paying attention to new information and a readiness to create new mental categories in the face of evolving information and shifting circumstances
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
vision
an attractive, ideal future that is credible yet not readily attainable
attitude
an evaluation (either positive or negative) about people, events, or things
symbol
an object, act, or event that conveys meaning to others
halo effect
an overall impression of a person or situation based on one characteristic, either favorable or unfavorable
which of the following forms of leadership emphasizes tight top-down control, employee standardization and specialization, and management by impersonal measurement and analysis
authoritarian management
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
achievement culture
culture characterized by a clear vision of the organization's goals and leaders' focus on the achievement of specific targets
adaptability culture
culture characterized by values that support the organization's ability to interpret and translate signals from the environment into new behavior responses
consistency culture
culture with an internal focus and consistency orientation for a stable environment
involvement culture
culture with an internal focus on the involvement and participation of employees to meet changing expectations from the external environment
Big Five personality dimensions
five general dimensions that describe personality: extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience
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
cognitive style
how a person perceives, processes, interprets, and uses information
strategy formulation
integrating knowledge of the environment, vision, and mission with the core competence in such a way as to attain synergy and create customer value
which of the following statements is true of systems thinking
it is a mental discipline for seeing patterns and interrelationships
attributions
judgments about what caused a person's behavior-either characteristics of the person or of the situation
servant leadership
leadership in which the leader transcends self-interest to serve the needs of others, help others grow, and provide opportunities for others to gain materially and emotionally
which of the following will help leaders keep morale and motivation high in the face of corporate bankruptcies and dissolutions
leading with head and heart
high
performance culture-a culture that is based on a solid mission, embodies shared responsive values that guide decisions, and encourages individual ownership of both bottom-line results and cultural values
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 in an organization
ethics
the code of moral principles and values that governs the behavior of a person or group with respect to what is right and wrong
value
the combination of benefits received and costs paid by the customer
culture strength
the degree of agreement among employees about the importance of specific values and ways of doing things
openness to experience
the degree to which a person has a broad range of interests and is imaginative, creative, and willing to consider new ideas
agreeableness
the degree to which a person is able to get along with others by being good-natured, cooperative, forgiving, compassionate, understanding, and trusting
extroversion
the degree to which a person is outgoing, sociable, talkative, and comfortable meeting and talking to new people
conscientiousness
the degree to which a person is responsible, dependable, persistent, and achievement oriented
emotional stability
the degree to which a person is well adjusted, calm, and secure
culture gap
the difference between desired and actual values and behaviors
personal mastery
the discipline of mastering yourself; it embodies clarity of mind, clarity of objectives, and organizing to achieve objectives
spiritual leadership
the display of values, attitudes, and behaviors necessary to intrinsically motivate oneself and others toward a sense of spiritual expression through calling and membership
organizational values
the enduring beliefs that have worth, merit, and importance for the organization
when evaluating others, many people underestimate the influence of external factors and overestimate the influence of internal factors. This tendency is known as
the fundamental attribution error
strategy
the general plan of action that describes resource allocation and other activities for dealing with the environment and helping the organization attain its goals
synergy
the interaction of organizational parts to produce a joint effect that is greater than the sum of the parts
preconventional level
the level of personal moral development in which individuals are egocentric and concerned with receiving external rewards and avoiding punishments
postconventional level
the level of personal moral development in which leaders are guided by an internalized set of principles universally recognized as right
conventional level
the level of personal moral development in which people learn to conform to the expectations of good behavior as defined by colleagues, family, friends, and society
courage
the mental and moral strength to engage in, persevere through, and withstand danger, difficulty, or fear
mission
the organization's core broad purpose and reason for existence
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
socialization
the process by which a person learns the cultural values, norms, and behaviors that enable him to "fit in" with a group or organization
perception
the process people use to make sense out of the environment by selecting, organizing, and interpreting information
strategic management
the set of decisions and actions used to formulate and implement specific strategies that will achieve a competitively superior fit between the organization and its environment so as to achieve organizational goals
culture
the set of key values, assumptions, understandings, and norms that is shared by members of an organization and taught to new members as correct
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
Abilene Paradox
the tendency of people to resist voicing their true thoughts or feelings in order to please others and avoid conflict
stereotyping
the tendency to assign an individual to a broad category and then attribute generalizations about the group to the individual
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 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
which of the following statements is true of leaders engaged in personal mastery
they break through denial of reality in themselves and others
an unspoken notion among many senior-level executives is that fear is a good thing and benefits the organization
true
stewardship leaders guide the organization without dominating it and facilitate followers without controlling them
true
the emotional state of a leader influences the entire team, department, or organization
true
unethical leaders tend to take all the credit for successes, but they blame others when things go wrong
true
Myers
Briggs Type Indicator (MBTI)-test that measures how individuals differ in gathering and evaluating information for solving problems and making decisions
conscientiousness refers to the degree to which a person is responsible, dependable, persistent, and
achievement oriented
values
based leadership-an influence relationship between leaders and followers that is based on shared, strongly internalized values that emphasize the common good and are consistently advocated and acted upon by the leader
fear
based motivation-motivation based on fear of losing a job
love
based motivation-motivation based on feeling valued in the job
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
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
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
moral leadership
distinguishing right from wrong and doing right; seeking the just, honest, and good in the practice of leadership
whistleblowing
employee disclosure of illegal, immoral, or unethical practices in the organization
According to the Myers-Briggs type indicator assessment people with a perceiving preference
enjoy ambiguity, dislike deadlines, and may change their minds several times before making a final decision
perceptual distortions
errors in judgment that arise from inaccuracies in the perceptual process
anger and frustration cannot be used for positive outcomes
false- anger in moderate amounts, is a healthy emotion that provides energy to move forward. The challenge is to harness anger and use it appropriately
leaders who score low in emotional intelligence are typically more effective
false- leaders who score high in emotional intelligence are typically more effective and rated as more effective by peers and subordinates. Emotional intelligence refers to a persons abilities to perceive, identify, understand, and successfully manage emotions in self and others
organizational leadership is exclusively an individual phenomenon
false- organizational leadership is both an individual and organizational phenomenon
which of the following statements is true of working with different personality types?
personality differences can make the life of a leader interesting
strategy execution
putting strategy into action by adjusting various parts of the organization and directing resources to accomplish strategic goals
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
self
reference-a principle stating that each element in a system will serve the goals of the whole system when the elements are imprinted with an understanding of the whole
servant leadership is a form of leadership in which
self-interest is replaced by providing for the needs of others
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
core competence
something the organization does extremely well in comparison to competitors
end values
sometimes called terminal values, these are beliefs about the kind of goals or outcomes that are worth trying to pursue
to think independently means
staying mentally alert and thinking critically
laurel the manager of a software company assumes that the male employees in his organization are more creative and innovative than the female employees in his organization. In this given scenario, laurels assumption is known as
stereotyping
the framework for stewardship involves
teams of workers responding to a changing environment
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
strategic leadership
the ability to anticipate and envision the future, maintain flexibility, think strategically, and initiate changes that will create a competitive advantage for the organization in the future
