MGT 475 – Leadership – Flashcards
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Leader
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personality, position, expertise, etc...
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Situation
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task, stress, environment, etc... Follower: values, norms, cohesiveness, etc...
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Rational are
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actions and influences based on reason and logic, calculation and planning.
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Emotional are
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actions based on inspiration and passion, touching others' feelings
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influence
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Leaders use rational techniques and emotional appeals to
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Managers
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administer, maintain, control, have short-term view, ask how and when, imitate, accept the status quo
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Leaders
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innovate, develop, inspire, have a long-term view, ask what and why, originate, challenge the status quo
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Quote on leaaders and managers
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"Leaders are thought to do the right things, whereas managers are thought to do things right"
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leader-follower relationship
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Both are indistinguishable in organizations, both merge. They are not both the same thing.
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major definitions of emotional intelligence
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A group of mental abilities that help people recognize their own feelings and those of others. Another way of measuring human effectiveness and a set of 15 abilities necessary to cope with daily situations and get along in the world. The degree to which thoughts, feelings and actions are aligned. One's self-motivation, persistence in the face of frustration, mood management, ability to adapt, and ability to empathize and get along with others than on one's analytic intelligence or IQ.
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Define the factors of the OCEAN Model
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Openness to Experience, Conscientiousness, Extraversion, Agreeableness, Neuroticism.
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Openness to Experience
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concerned with curiosity, innovative thinking, assimilating new information, and being open to new experiences.
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Conscientiousness
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behaviors related to people's approach to work.
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Extraversion
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behaviors that are more likely to be exhibited in group settings and are generally concerned with getting ahead in life.
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Agreeableness
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how one gets along with, as opposed to gets ahead of, others.
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Neuroticism
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how people react to stress, change, failure, or personal criticism.
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Implications of the MBTI preferences and types
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No one type is better than others in terms of leadership effectiveness. Each type has unique strengths and weaknesses. Can provide useful insights about oneself and others. Fundamental concept type is problematic. Types are not stable over time. People become classified as certain type and misuse the MBTI
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How can intelligence be changed or modified?
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Difficult to change. Can be modified through education and experience.
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According to Bennis and Goldsmith, four qualities of leadership that engender trust are
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Vision, Empathy, Consistency, Integrity
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View of Theory Y
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Most people are intrinsically motivated by their work. Rather than needing to be coaxed or coerced to work productively, such people value sense of achievement, personal growth, pride in contributing to their organization, and respect for a job well done. Doing the right things.
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Kidder's 3 principles for resolving ethical dilemma's
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End-based, Rule-based, Care-based
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End-based thinking
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"do what's best for the greatest number of people" (utilitarianism)
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Rule-based thinking
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"following the highest principle or duty"
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Care-based thinking
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"do what you want others to do to you" (golden rule)
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Why do good people do bad things? (Bandura Principles)
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Moral justification, Euphemistic labeling, Advantageous comparison, Displacement and Diffusion of responsibility, Disregard or distortion of consequences, Dehumanization, Attribution of blame
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Authentic Leader
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"To thine own self be true" (personal conviction not for status), Humanistic movement in psychology, Strong ethical convictions that guide behavior, Not so much avoiding doing what is "wrong" as much as trying to do what is "right"
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Servant Leader
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Role and primary motivation is to serve others, Stems in part from the teachings of Jesus
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10 characteristics that describe servant leaders
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Listening, Empathy, Healing, Awareness, Persuasion, Conceptualization, Foresight, Stewardship, Commitment to others' growth, Building community
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Motivation
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Anything that provides direction, intensity, and persistence to behavior. Inferred behavior, not directly visible
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Job Satisfaction
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How much one likes a specific kind of job or work activity. One's attitudes or feelings about the job itself, pay, promotion or educational opportunities, supervision, co-workers, workload and so-on.
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Most difficult of the underlying causes of performance problems
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Leaders have the most difficulty in recognizing and rectifying motivation problems. (airline example proper resources but stewartists wanted to have time off instead of being at work, so they didn't go the extra mile when helping customers.)
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Operant Approach
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Changing the use of rewards and punishments to change behavior.
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The Operant Approach Utilizes
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Rewards, Punishment, Contingent rewards or punishments, Noncontingent rewards and punishments, Extinction
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Key components that describe Empowerment
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Delegate leadership and decision making down to the lowest level possible (delegational), Equipping followers with the resources, knowledge, and skills necessary to make good decisions (developmental).
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Key aspects to adopt an effective Empowerment program
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Determine what followers are capable of doing, enhance and broaden these capabilities, and give followers commensurate increases in authority and accountability.
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Locke and Latham report on goals
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Goals that are both specific and difficult resulted in consistency to higher effort and performance when contrasted to "do your best" goals. Goal commitment is critical. Followers exerted greatest effort when goals were accompanied by feedback.
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Comparison between Teams and Groups
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Team members usually have a stronger sense of identification among themselves than group members do. Teams have common goals or tasks. Task interdependence typically is greater with teams than with groups. Team members often have more differentiated and specialized roles than group members. Teams can be considered as highly specialized groups.
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Groups
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Two or more person who are interacting with one another in such a manner that each person influences and is influenced by each other person.
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Group size implications
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Leader emergence is partly a function of group size. The greater the number of people in a large versus a small group will affect the probability that any individual is likely to emerge as leader. As groups become larger, cliques are more likely to develop. Group size can affect a leader's behavioral style. Group size also affects group effectiveness.
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Teams are evaluated on 4 criteria
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Effort, Skills and Knowledge (within team to perform the tasks), Strategy (ways of approaching the tasks), Group Dynamics (constructive and positive, feeling towards eachother, communication).
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most important single step in teamwork according to Katzenbach and Smith (TLM Leadership)
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Dream
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Dream
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If it's a challenging and demanding goal, teamwork is necessary. Highly effective work teams, the leader ensures the team has a clear vision of where they're going. The communication involves metaphorical language so that the team members actually "paint their own pictures" of where the team is headed.
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Power
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The capacity to produce effects on others or the potential to influence others
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Influence
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The change in a target agent's attitudes, values, beliefs, or behaviors as the result of influence tactics.
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Five Sources of Power
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Expert, Referent, Legitimate, Reward, Coercive
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Expert Power
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power of knowledge
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Referent Power
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potential influence one has due to the strength of the relationship between the leader and the followers
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Legitimate Power
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depends on a person's organizational role
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Reward Power
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potential to influence others due to one's control over desired resources
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Coercive power
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the potential to influence others through the administration of negative sanctions or the removal of positive events.
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Types of Influence Tactics
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Rational Persuasion, Inspirational appeals, Consultation, Ingratiation, personal appeals, exchange, coalition tactics, pressure tactics, legitimizing tactics
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Rational persuasion (legitimate)
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logical arguments or factual evidence to influence others
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Inspirational appeals (referent)
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request or proposal designed to arouse enthusiasm or emotion in targets.
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Consultation
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asking targets to participate in planning an activity.
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Ingratiation
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attempt to get you in a good mood before making a request.
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Personal appeals
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asking another to do a favor out of friendship.
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Exchange
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influencing through the exchange of favors.
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Coalition tactics
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used when agents seek the aid or support of others to influence the target
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Pressure tactics (coercive)
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threats or persistent reminders to influence targets.
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Legitimizing tactics (legitimate)
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making requests based on position or authority.
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four generalizations about Power and Influence
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Effective leaders typically take advantage of all their sources of power. Leaders in well-functioning organizations are open to being influenced by their subordinates. Leaders vary in the extent to which they share power with subordinates. Effective leaders generally work to increase their various power bases or become more willing to use their coercive power.
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Rational Approach to Change
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C = D x M x P > R, D = Followers' Dissatisfaction with the current status quo, M = Model for change, P = Process (developing a plan that articulates the 5 W's), R = Resistance to change, C = Amount of change, The D x M x P is a multiplicative function - increasing dissatisfaction but having no plan will result in little change, The model maintains that organizational change is a very systematic process and large-scale changes can take months if not years to implement.
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Describe the underlying cause for a huge % of change initiative failures?
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70% of change initiatives fail, and the underlying cause for many of these failures is the leader's inability or unwillingness to address culture and capability issues. Leader's make the mistake of changing the vision, structure, and systems and overlook the culture and leader and follower capabilities
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James McGregor Burns complete understanding of Transformation Leadership
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Changes the status quo by appealing to followers' values and their sense of higher purpose. It is ultimately a moral exercise in that it raises the standard of human conduct. Are adapt at reframing issues; they point out how the problems or issues facing followers can be resolved if they fulfill the leader's vision of the future.
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Followers responses to change
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The most important and overlooked situational variable that affects charismatic leadership. The presence or absence of a crisis. Followers who are content with the status quo are relatively unlikely to perceive a need for a charismatic leader or be willing to devote great effort to fundamentally change an organization or society. A crisis can set the stage for particular kinds of leader behaviors to be effective.
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First 2 weeks of the New Leader Onboarding Roadmap
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Meet the team members (develop relationships). Meet peers (determine future allies). Meet stars. Other meetings (learn as much as possible).
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two critical tasks the first day on the job
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Meet your new boss (understand his view of team strengths and weaknesses, communication style). Meet your new team (identify team objectives, metrics, and important projects).
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What topics should be discussed first two weeks new leaders will want to have one-on-one meetings
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What is the team member working on? What are the team member's objectives? Who are the stars a level or two down in the organization? What are the people issues on the team? What can the team do better? What advice do team members have for the new leader, and what can the new leader do to help team members?
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10% stretch
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voluntary but determined efforts to improve leadership skills (learning always involves stretching, taking risks beyond one's comfort zone). It helps a get rid of apprehension to something new or different. Leaders broaden their repertoire of leadership skills. Effectiveness increases.
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development planning process according to Peterson and Hicks?
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Identifying development needs (leaders identify career goals, assess their abilities, seek feedback). Analyzing data to identify and prioritize development needs. Prioritized development needs are used to create a focused and achievable development plan. Periodically reviewing the plan, reflecting on learning, and modifying or updating the plan as appropriate. Transferring learning to new environments.
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factors of a Gap Analysis
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Step 1: Goals (what you want to do or where you want to go). Step 2: Abilities (Strengths). Step 3: Perceptions (how abilities, skills, and behaviors affect others). Step 4: Standards (boss or organization career objectives).
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