Karteikarten
MGMT319 TEST 1
Karten in diesem Stapel (137)
- 1Leadership is a ____ not a ______mindset, position
- 2Knows how its done uses people commands says goBoss
- 3shows how its done develops people asks says lets goLeader
- 4an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposesLeadership
- 54 themes common in leadershipExercise of influence
Group context
Collaboration
Followership - 6Process of influencing the ideas, beliefs, values, capabilities, and behaviors of others toward accomplishing organizational goals and/or visionOrganizational Leadership
- 7a shared mindset that represents a fundamental way of thinking about, perceiving, and understanding the world. – the new reality for leadersparadigm
- 8is the attainment of organizational goals in an effective and efficient manner through: planning, organizing, staffing, directing, and controlling organizational resources. is the attainment of organizational goals in an effective and efficient manner through: planning, organizing, staffing, directing, and controlling organizational resources.Management
- 9_______ Theories have _____ leaders, which is a leader who is open to learning and change and encourages the growth and development of othersRelational, Learning
- 10The people involved in the relationship want substantives _____change
- 11A picture of an ambitious desirable future for the organization or teamVision
- 12Management differs from leadership. T/F?True
- 13Leaders were born with leadership traits and abilitiesGreat Man Theory
- 14Certains traits differentiated leaders from othersTrait theory
- 15Focus on how leaders actually do their job way they actbehavior theory
- 16also called situational theories, consider the contextual variables to determine leadershipcontingency theories
- 17focus on how followers and leaders interactrelational theories
- 18Type of relational leadershipservant
- 19giving up control in the traditional sense, encouraging growth and development of others to ensure flexibility and responsivenessagile leadership
- 20phenomenon which a manager with impressive track record cant advance because of mismatch between job needs and personal skills/qualitiesderailment
- 21Soft skills are _____ important than hard skillsequally
- 22a more recent 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 leaderLeadership Member Exchange
- 23In Leadership member exchange Role-making/role-taking relationships between leader and followers formOver-time
- 24follower acceptance of increasing responsibility, with more interesting assignments with tangible rewards mutual trust and loyalty participation or delegation of authorityHigh quality: in-group characterized by-
- 25no more than expected performance lack of trust and loyalty close supervision and task structure provided by the leaderLow quality: out-group
- 26Assume responsibility for one’s own job security and development ( independent and critical thinkers) Balance the courage to serve with the courage to challenge Support organization goalsEFfectve followers
- 27high need for socialized power, rather than personalized power moderate need for personal achievement moderate need for extensive, personal affiliation with others, or need to be liked by othersMotives of Effective Leader
- 284 components of emotional intelligenceself-awareness
self-management
social awareness
relationship management - 29a leader who tends to centralize authority and derive power from position, control of rewards, and coercionautocratic
- 30a leader who delegates authority to others, encourages participation, relies on subordinates’ knowledge for completion of tasks, and depends on subordinate respect for influenceDemocratic/Participative
- 31tendency to see the positive sid eof things and expect things will turn out welloptimism
- 32assurance in one's own judgements, decision making, ideas, and capabilitiesself-confidence
- 33truthfulness and nondeceptionhonesty
- 34quality of being whole and acting in accordance with solid ethical principlesintegrity
- 35high motivation that creates a high effort level by a leaderdrive
- 36Role where leader is executive and has direct controloperational
- 37role where leader works behind the scenes and uses personal power to influencecollaborative
- 38role where advice, guidance, and support is given to other people in organizationadvisory
- 39On the Leadership Grid, concern for ____ is the y axis, concern for ____ is x axispeople, results
- 40a leader who delegates authority to others, encourages participation, relies on subordinates’ knowledge for completion of tasks, and depends on subordinate respect for influenceContingency Theory approach
- 413 factors in contingency approachLeader, followers, situation
- 42Hersey and Blanchard developed the ________________ _________ that focused on characteristics of followers as the important element of the situation thus determining leader behaviorSituational Theory
- 43In Hersey and Blanchard's situational theory model, someone unable and unwilling or insecure should be under thetelling (high guidance low relationship)
- 44In Hersey and Blanchard’s Situational Theory SOmeone unable but willing or conifdent should be underselling (high guidance, high relationship)
- 45in Hersey and Blanchard’s Situational Theory someone able but unwilling or insecure should be underparticipating (high relationship, low guidance)
- 46in Hersey and Blanchard’s Situational Theory someone who is able and wiling should be underdelegating (lw task, low relationship)
- 47In Fielders _________, a leader is either task oriented or relationship oriented style, and the style is matched to the situationContingency Model
- 483 factors in Fielders' contingency model that determine wether the situation is favorable or unfavorable to a leaderleader-member relations,
position power
task structure - 49What characteristicsof the 3 factors (high or low etc) are good for task oriented leaders? relationship oriented leaders?Task- when all 3 characteristics are highly favorable or highly unfavorable
relationship- when one or 2 are either (moderate) - 50What combination of the 3 characteristics in FIelder's contingency model represent a favorable situation? UNfavorable?fav- good relations, high task structure, position power is strong
un fav- poor relations, low task structure, position power is weak - 51contingency theory where leader is to increae motivation by clarifying behavior necessary for task accomplishment and rewardspath goal theory
- 524 types of leadership behavior in Path goal theory? What situation leads to each?Supportive- followers lack self confidence
Directive- ambiguous job- asks a lot
Acheivement oriented- lack of job challenge
Participative- incorrect reward - 53Focuses on varying degrees of participative leadership & how well each level of participation influences the quality and accountability of decisions to solve problems w/followers’ helpVroom-Jago contingency model
- 54a _____makes leadership uneccesary or redundant, a ____ counteracts leadership style and prevents leader from displaying certain behaviorssubstitute, neutralizer
- 55What 3 things about followers make a significant difference to the best style of leadershipneeds, maturity, cohesiveness
- 56being aware 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(most important)Self-awareness
- 57Things leaders aren’t aware of or don’t recognize as problems which hinder their career successblind spots
- 58Extraversion Agreeableness Conscientiousness Emotional Stability Openness to ExperienceBig 5 traits of personality
- 59The belief that power and status differences should exist in an organizationauthoritarianism
- 60Defines whether a person places the primary responsibility for what happens to him or her within himself/herself or on outside forcesLocus of Control
- 61the degree to which a person is responsible, dependable, persistent, and achievement-oriented.conscientiousness
- 62Fundamental beliefs that an individual considers to be importantValues
- 63Beliefs about the types of behavior that allow individuals to reach their goalsInstrumental Values
- 64Beliefs about the types of behavior that are worth pursuingEnd(terminal) values
- 65An evaluation (either positive or negative) about people, events, or thingsattitude
- 663 parts of attitudeCognitions (thoughts)
Affect (feelings)
Behavior - 67the assumption that people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibilityTheory X
- 68the assumption that people do not inherently dislike work and will commit themselves willingly to work that they care aboutTheory Y
- 694 myths about Leadership (not true)Everyone can be a leader
Leaders deliver business results
People who get to the top are leaders
Leaders are great coaches - 70the process people use to make sense out of the environment by selecting, organizing, and interpreting information.Perception
- 71errors in judgment that arise from inaccuracies in the perceptual process.Perceptual distortions
- 72the tendency to assign an individual to a broad category and then attribute generalizations about the group to the individual.stereotypes
- 73an overall impression of a person or situation based on one characteristic, either favorable or unfavorablehalo effect
- 74the tendency to see one’s own personal traits in other people.projection
- 75We tend to overestimate the influence of internal factors and underestimate the influence of external factorsFundamental attribution error
- 76Tendency to overestimate the contribution of internal factors to explain success and overestimate the contribution of external factors to explain failureself-serving bias
- 77Jugdements about what caused behaviorattribution
- 78how a person perceives processes, interprets, and uses informationcognitive style
- 79MBTI test: what are 4 vs categories?E vs. I
S vs. I
T vs. F
J vs. P - 80________ is limited and quantifiable,_______ is unlimited and defined by the potential for expansion and growth.competence, capacity
- 81mental pictures that affects a leader’s actions and relationships with others. They are theories people hold about specific systems in the world and their expected behaviormental model
- 82Questioning assumptions and interpreting data and events according to one’s own beliefs, ideas, and thinking, rather than pre-established rules or categories defined by othersindependent thinking
- 83The process of continuously reevaluating previously learned ways of doing things in the context of evolving information and shifting circumstancesmindfulness
- 84The 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 patternsSystems thinking
- 85power of the conditioning that limits our thinking and behavior, assume you have complete knowledge of a situation because of past experiencesPike Syndrome
- 86Discipline of mastering yourselfP, embodies clarity, having personal vision, facing realityPersonal Mastery
- 87a person's abilities to perceive , identify, understand, and successfully manage emotions in self and othersemotional intelligence
- 88the ability to control disruptive, unproductive, or harmful emotions and desiresself management
- 89relates to one’s ability to understand others, leaders practice empathy, which means being able to put yourself in other people’s shoes, sense their emotions, and understand their perspectivesocially awareness
- 90to the ability to connect with others and build positive relationshipsrelationship management
- 91Distinguishing right from wrong and doing rightmoral leadership
- 92the level of personal moral development in which individuals are egocentric and concerned with receiving external rewards and avoiding punishmentspreconventional level
- 93the level of personal moral development in which people learn to conform to the expectations of good behavior as defined by colleagues, family, friends, and societyconventional level
- 94the level of personal moral development in which leaders are guided by an internalized set of principles universally recognized as right.postconventional level
- 95belief leaders are deeply accountable to othersstewardship
- 96when leader transcends self interest to serve needs of others, help others growservant leadership
- 97more active effort to engage employees more teamwork etc, but power still rests at top of the organization and leaders still determine purpose and goals, make final decisions, and decide on rewardsparticipative management
- 98Main precepts to servant leadershipnourish others and help them become whole
- 99the mental and moral strength to engage in, persevere through, and withstand danger, difficulty, or fear.courage
- 100The tendency of people to resist voicing their true thoughts or feelings in order to please others and avoid conflictAbilene paradox
- 101employee disclosure of illegal, immoral, or unethical practices of an organizationwhistleblowing
- 102courage to take initiative rather than play it safeTry courage
- 103Thinking independently and being mindful (Ch. 5) of the effects of one’s own and other people’s behavior on achieving the organization’s visioncritical thinking
- 104Failing to consider possibilities beyond what one is told; accepting the leader’s ideas without thinking.uncritical thinking
- 105Participates fully in the organization, engages in behavior that is beyond the limits of the job, demonstrates a sense of ownership, and initiates problem solving and decision makingActive
- 106Needs constant supervision and prodding by superiors, does nothing that is not required and avoids added responsibilityPassive
- 107passive, yet independent, critical thinker. They are often effective followers who have experience setbacks and obstacles, perhaps by promised broken by leaders. Often cynical, but capablealienated follower
- 108participate actively in the org but do not utilize critical thinking skills. They are concerned only with avoiding conflict. They go along with everythingconformist
- 109– doesn’t exhibit critical, independent thinking OR active participation. They accomplish things only what they are told to do with a great deal of supervision and leave the thinking to otherspassive follower
- 110critical, independent thinker and active in the organization. They do not try to avoid risk or conflict. They have the courage to initiate change and put themselves at risk or in conflict with others to serve the best interests of the organizationeffective follower
- 111has qualities of all four extremes depending on which style fits with the prevalent situation– They use whatever style nest benefits their own position and minimizes riskpragmatic survivor
- 112Courage to assume responsibility Courage to challenge Courage to participate in transformation Courage to serve Courage to leavesources of courage for effective follower
- 113What leaders want from followers (4)A make-it-happen attitude
A willingness to collaborate
Motivation to stay up-to-date
Passion to drive your own growth - 114Sources of Power when managing upposition power and personal sources
- 115hat 2 things do followers want from leadersClarity of direction
Frequent, specific, and immediate feedback - 116A method of directing or facilitating a follower with the aim of improving specific skills or achieving a specific developmental goal.Leadership coaching
- 117Using evaluation and communication to help individuals and the organization learn and improvefeedback
- 118Article 1 specified 4 qualities that made leadersinspirational
- 119what 4 qualities did the article 1 mentionReveal you weakness
become a sensor
practice tough empathy
dare to be different - 120When selecting a _____ it can not jeopardize your professional role and should be considered a strengthweakness
- 121You should use ________ to determine and guide what weakness and strengths or differences to revealintuition
- 122_______ represents giving followers what they need, even if it is not what they wanttough empathy
- 123article 1 said women only have what 3 optionsmake selves invisible, collectively resist it, play into stereotype for personal advantage
- 1244 myths about leadershipeveryone can be a leader, leaders deliver business results, people at the top are leaders, leaders are great coaches
- 125_____ and ______ play vital role in effective leadershipempathy, self knowledge
- 126Article 2 said Leading is less about situations or social skills, more aboutpositive feelings and genuine interest
- 127interpersonal competencies built on specific neural circuitssocial intelligence
- 128When it Doesn’t matter whether news is positive or negative, matters on presentation, then _____ neurons are being usedmirror
- 129________leaders use their gut feeling, can be good or badfinely attuned
- 130When James Mattis was asked his toughest decision?Halting attack on city because of politics, when he knew how bad soldiers wanted to pursue
- 131When James Mattis was asked how to stay motivated?Hated minefields, spirit of marines
- 132When James Mattis was asked how to improve as a leader- keep spirit up/ push yourself
- assume you must improve
Commodant's book is go to
read books - 133When James Mattis was asked about walking the perimeter?Expereince tought prep for surprises
BAT(Believe, attitude, teachable)
practice tough empathy - 134When James Mattis asked about other troops?see what made one better than other
affection, unconditional loyalty
its not popularity, but extent to care - 135What Leadership books?James mattisGates of Fire, With the old breed
about being overcomer
stay authentic through different situations - 136When Ja,es Mattis asked about what he looks for in MCO?looks for aggressiveness and initiative
MCO leader- daily function, petty officers- leader, - 137Most important leadership trait?combine accordingly,
skills, compassion, enthusiasm, ability to bond are crucial
Informationen
- Beschreibung
- Karteikarten am MGMT319 TEST 1, erstellt von Jonah Thoreson am 01/07/2018.
- Erstellt von
- Jonah Thoreson
- Aufrufe
- 5
- Bewertung
Mehr zu Leadership and Management