MGT 320 Quiz 1

Quadrant D

"Artist" part of brain Conceptualizing, synthesizing, and integrating facts and patterns, with seeing the big picture rather than details. Visionary, imaginative, likes to speculate and break the rules, takes risks, and may be impulsive. Enjoys change, experimentation, and risk taking. Allows followers freedom and flexibility. Holistic, imaginative, and entreprenurial leaders

Quadrant B

"Manager" part of the brain Planning, organization of facts, and careful detailed review. Well organized, reliable, neat. Establish plans and procedures and get things done on time. Avoid risks and strive for stability. May insist on following rules and procedures, no matter the circumstances. Conservative and highly traditional leaders

Quadrant A

"scientist" part of brain Logical thinking, analysis of facts, and processing facts. Rational, realistic, thinks critically, and likes to deal with numbers and technical matters. Like to know how things works and follow logical procedures. Task oriented; likes to deal with concrete info/facts. opinions and feelings are not considered as important Directive and Authoritative leaders

Quadrant C

"teacher" part of brain Interpersonal relationships and affects intuitive and emotional thought processes. Sensitive to others and enjoy interacting with and teaching others. Emotional and expressive, outgoing, and supportive. Concerned with peoples feelings more than tasks. Emphasis on employee development and training. Friendly, trusting, and empathetic leaders

CQ Components

(1) Cognitive - observational and learning skills and ability to pick up clues to understanding (2)Emotional - self confidence and self motivation (3)Physical - shift in speech patterns, expressions, and body language to be in tune with different culture

Differences between managers and leaders

1.) Providing direction 2.)Aligning Followers 3.) Building relationships 4.)Developing personal leadership skills 5.)Outcomes

What is Hermanns whole brain concept?

An approach that considers not only a person's preferences for right/left brained thinking, but also conceptual vs. experimental thinking; identifies 4 quadrate of the brain related to different thinking styles

What is an attribution?

Attributions are judgements about what caused an event or behavior (A)Something about the person OR (B)Something about the situation An internal attribution says characteristics of the person led to the behavior An external attribution says something about the situation caused the person's behavior

What are cognitive approaches?

Cognitive style refers to how a person perceives, processes, interprets, and uses information Cognitive approaches are PREFERENCES that are not necessarily rigid, but most people tend to have only a few preferred habits of thought Ex. Left vs. Right Brain thinking patterns

Qualities of Effective Leaders

Committed to the common good rather than self interest and firm in their beliefs

Characteristics of Democratic Leaders

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

Characteristics of people that operate at a Pre-Conventional level of moral development

Egocentric and concerned with receiving external rewards and avoiding punishments. obey authority and follow rules to avoid detrimental personal consequences or satisfy immediate self interests. Take what one can get. Tend to be autocratic towards others and use the position for personal advancement.

Participative Management

Employee involvement and participation. Employee suggestion programs, participation groups, and quality circles. TEAMWORK. Many programs employees are expected to make suggestions for quality improvements, act as team players, and take greater responsibility for their own jobs, but they are not allowed to be true partners in the enterprise.

How are attributions useful in leadership?

Helps people decide how to handle the situation. If the leader blames the mistake on the employees personal characteristic, reprimand person for effectively, provide additional training, and direction If the leader blames mistake on external factors, help them to prevent such situations in the future.

Authoritarian Management

Leaders are good managers who direct and control their people. Traditional. Followers are obedient subordinates who follow orders. Autocratic leaders who make decisions and announce to subordinates. Power, purpose, privilege reside at top of organization. Leaders set the strategy and goals as well as method and rewards. Stability and efficiency; followers routinized and controlled alone with machines and raw materials. Subordinates are given no voice in creating meaning and purpose for their work and no direction as to how they perform their jobs. Top-Down control, employee standardization and specialization, and management by impersonal measurement and analysis

Characteristics of people that operate at a Post-Conventional level of moral development

Leaders are guided by an internalized set of principles universally recognized as right. "Principle level" Disobey laws or rules that violate these principles. Values are more important than expectations of others in organization or community (Ex. Not cheating) Visionary, empowering, committed to serving others, Impartially apply universal standards to resolve moral conflicts and balance self interest with concern for others and common good.

Fatal Flaws

Performance problems, Problems with relationships, difficulty changing, difficulty building and leading a team, or too narrow management experience

Characteristics of people that operate at a Conventional level of moral development

Learn to conform to the expectations of good behavior as defined by colleagues, family, friends, and society. Follow rules, norms, and values in the corporate culture. Attempts to obey rules. Adhere to norms of larger social system. (Ex. Cheating understood/accepeted at harvard) Most people operate at this level (2)

Managers vs. Leaders: Developing personal leadership skills

Mgmt: Emotional distance, expert mind, talking, conformity, insight into organization Leadership: Emotional Connections (heart), open mind (mindfulness), listening (communication), nonconformity (courage), insight into self (character)

Managers vs. Leaders:Building relationships

Mgmt: Invest in goods, use position power, focus people on specific goals Leadership: Invest in people, use personal influence, inspire with purpose and trust

Managers vs. Leaders: Outcomes

Mgmt: Maintain stability, create a culture of efficiency Leadership: create change and a culture of agility and integrity

Managers vs. Leaders: Aligning Followers

Mgmt: Organize and staff, direct and control, create structure and order Leadership: Create shared culture and values, provide learning opportunities, encourage networks and flexibility

Characteristics of Entrepreneurial Leaders

Need strong drive, enthusiasm, and future vision. Persistent, independent, action oriented. Drawn to new opportunities. More concerned with innovation, creativity, and creating new process than with maintaing status quo. Highly self motivated and willing to stretch themselves and take risks for improvement.

Halo Effect

Overall impression of a person or situation based on one characteristic, either favorable or unfavorable. A halo blinds the perceiver to other characteristics that should be used in generalizations in generating a more complete assessment.

Unconscious Bias

People have innate biases and they will automatically discriminate (Ex.) White males will inevitably slight women and minorities because people's decisions are influenced by unconscious bias. Differences in how men and women think and express emotion often lead to this bias.

Qualities of Effective Followers

Self thinks who do assignments with energy and enthusiasm

Stereotyping

Tendency to assign an individual to a group of broad category and then to attribute widely held generalizations about the group to the individual. Prevents people from truly knowing those they classify in this way. Prevent talented people from advancing in organization and fully contributing their talents to the organizations success.

Cultural Intelligence

The ability to use reasoning and observation to interpret unfamiliar situations and devise appropriate behavioral response. Having a high CQ enables a person to interpret unfamiliar situations and adapt quickly

Fixing Weakness vs. Maximizing Strength

The best leaders recognize their strengths while trusting and collaborating with others to makeup for their weak parts. "Concentrate on your strengths, not your weaknesses." When you live and work from your strengths, you are more motivated, competent, and satisfied. Effective and positive contribution. You excel in life when by maximizing your strengths, not by fixing your weaknesses.

Projection

The tendency of perceivers to see their own personal traits in other people; they project own needs, feelings, values, and attitudes in their judgement of others. Best safeguards are self awareness and empathy Ex.)Leaders that is achievement oriented might assume subordinates are as well.

Derailed Managers

derailment refers to a phenomenon in organizations in which a manager with an impressive track record reaches a certain level, but goes off rack and cant advance because of a mismatch between job needs and the managers personal skills and qualities. Managers fail more frequently because they are deficient in soft, human skills rather than a lack of hard work or technical skills. Derailed managers are successful people who excelled in a functional area and were expected to go far, but they reached a plateau, were fired, or were forced to retire early.

Managers vs. Leaders: Providing Direction

mgmt: Plan and budget, minimize risk for sure results, focus on bottom line leadership: creative vision and strategy, maximize opportunity, keep eye on horizon