Exam #1

Name & Explain:

 

 

Senge’s Fifth Discipline

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;

(PMSST)

Systems: all parts of an organization are interrelated and affect each other

Personal Mastery: a personal commitment to vision, excellence ; lifelong learning

Mental Models: our understanding of things we must challenge it as others may differ

Shared Vision: shared image of the future

Team Learning: “two heads are better than one”

;

Name ; Explain:

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Mitchell ; Spady

Organizational Realms

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(Yin ; Yang)

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Administration ; Teachers naturally conflict

(us vs. them)

Administration: group achievement

Teachers: student/individual achievement

Explain or Apply:

;

;

House: Path/Goal Theory


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L.O.S.E.

Leader’s behavior is acceptable to subordinates insofar as they see it as a source of immediate or future satisfaction


Leader Behavior: directive, supportive

Outcomes: performance, satisfaction (must be clear)

Subordinates: experience, perceived abilty

Environment: task structure, work group, formal authority system

Explain or Apply:

 

 

Locke’s;

Goal Setting Theory

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;

The goal must be high enough to challenge,

low enough to achieve

Match the 5 parts:

;

;

Emotional Intelligence

;

Motivation;

Empathy

Self-Awareness

Self Responsibility

Social Skills;

Explain or Apply:

;

;

Iowa Studies

(Leadership Styles)

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Authoritarian: full authority

;

Democratic: shared;

;

Laissez-Faire: no direction

Define:

;

;

Difference between

Power ; Authority

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Power: potential to influence others

;

Authority: members of a group bestow it on you

Choose 1 to Define ; Explain:

;

;

Kirkpatrick ; Locke Traits

Drive

Motivation

Integrity

Confidence

Cognitive Ability

Task Knowledge

Explain or Apply:

;

;

Theory Y

;

;

People want responsibility. Empowering, liberating

Define:

;

;

Self-Serving Bias

;

;

I didn’t get my work done because…(of outside influences)

Exaggeration of outside influences

Define:

 

 

Fundamental Attribution Error

 

 

Assume others are internally controlled:

“she didn’t get her work done because she’s lazy

 

(assign attributes that may not be true)

Define:

 

Theory

 

An attempt to explain relations among variables and predict probable outcomes

Define:

 

 

Job Maturity



(Hersey & Blanchard)

 

 

 

Willing and able

Define:

 

 

Shared Vision

 

 

The future we plan together

Define:

 

 

Power

 

Ability to influence behavior

Define:

 

 

Participative Leadership

 

Shared decision making with others

Define:

 

 

Leadership

 

 

A process where an individual influences others to achieve a common goal

Define:

 

 

Motivation

 

willingness to do something based on the action’s ability to satisfy an individual’s need

Pick 1: Name & Explain

 

 

Trait Theories

Machiavelli: end justifies the means

 

Stogdill: no one set of leadership traits are found across professions

 

Kirkpatrick and Locke: Big 5

Choose 1 to Define & Explain:



Stogdill Traits

Intelligence

Alertness

Insight

Responsibility

Persistence

Initiative

Self-Confidence

Sociability

Name & Explain:

 

 

Transformational Leader

 

The ability to unite followers and change their beliefs in such a way as to increase performance levels

Explain or Apply:

 

 

Theory X

 

 

People dislike work and have little or no ambition. Authoritarian, repressive, tight control

Explain or Apply:

 

 

Ohio State Leadership Studies

 4 part grid: (Behavior Theory)

Left side: manager’s consideration

Top: manager’s initiating structure


Ranges bottom left clockwise are (performance, grievance, turnover): High/High/High; High/Low/Low; Low/Low/Low; Low/High/High 

Define:

 

 

Types of Power


Legitimate: earned the day person takes power

Reward: ability to reward for performance

Coercive: ability to punish

Expert: expertise or specialized knowledge

Referent: charisma or personality

Explain or Apply:

 

 

McClelland’s 3 Needs

Need for:

Achievement: personal responsibility, feeback, moderate risk

Power: influence, competitive

Affiliation: acceptance and friendship, cooperative

;

(Venn Diagram)

Define:

;

;

Equifinality

;

There is;no one right way


Everything is a;judgement call

;

Do your homework

Explain or Apply:

;

;

Hersey and Blanchard;

Situational Leadership

(Able ; Willing)

Delegating: able and willing follower

Supporting/Participating: able and unwilling

Coaching/Selling: unable and willing

Structuring/Telling: unable and unwilling

;

(Bell curve example)

Explain or Apply:

;

;

ERG

Overlaps with Maslow, but believes people can satisfy a need in more than one area. Not strict and directional.


Growth

Relatedness

Existence

;

(goes from extrinsic to intrinsic motivation)

Name ; Explain:

;

;

Transactional Leader

;

;

Rewards followers in exchange for what the leader wants

Explain or Apply:

;

;

Maslow

Self-Actualization

Esteem, Status

Social;Affection

Safety, Security

Physiological Needs

;

(lower levels must be met before moving up)

Explain or Apply:

;

;

Herzberg 2 Factor Theory

Hygiene Factors ; Motivators


Hygiene Factors: keep people from being unhappy i.e. company policy, salary, security, peer relationships (the bandaid)

Motivators: increase job satisfaction i.e. achievement, recognition, responsibility, advancement, growth

Explain or Apply:

;

;

Blake ; Mouton’s

Managerial Grid

A coordinate graph plotting leadership on 2 axis:

Concern for People & Concern for Production

Team Management: high, high

Country Club: high, low

Authority Obedience: low, high

Impoverished: low, low

Organizational: just enough, getting by

 

 

 

Cognitive Dissonance

 

 

Occurs when there are inconsistencies between two or more of a person’s attitudes or between behavior and attitudes

;

;

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Authority Grid

;

chart showing relationships between formal and informal authority

;

;

;

Emotional Labor

;

expressing organizational desired emotions during interpersonal transactions

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(example: Walmart greeter)

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;

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Felt/Displayed Emotions

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Felt: actual feelings

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Displayed: required by organization or job

;

;

;

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Ways to Study Leadership

;

;Traits

Behavior

Contingency

Situational

;

;

;

Time Management

1. People first

2. Eliminate ineffective office practices

3. Practice “Management BWandering Around

4. Know what to look for when MBWA

5. Let others help you save time

6. Do demo lessons

7. Seek feedback

;

;

;

Contingency Theory

;

;

There is no best way to organize a corporation, to lead a company, or to make decisions.


Goals are achieved by matching situation to leader or leader’s style

Choose 1 to Define & Explain:



Big Five

 

1. Extroversion

2. Agreeableness

3. Conscientiousness

4. Emotional stability

5. Openness to experience

 

 

 

Trait Theory:

Weakness and Strengths

Strength: Focuses on leaders, 100 years of practice, personal awareness & development

 

Weakness: Overly simple, not useful for training, no one set works universally

 

(Not good for training leaders, but good for leaders training themselves)

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