Term
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Definition
Theory that attempted to identify universal characteristics common to all leaders.
-scholars sought to id a set of learned skills all leaders seem to have. |
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-1st researcher to propose that an individual leader will be more or less effective in different situations
-a person with a given leadership style, eeds to find the situation in which they function best. |
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| What 3 things do leaders need to adapt to? |
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Definition
-nature of followers
-degree of task structure
-organization charactertistics |
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| What are the two things that actions focus on? |
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| innate from birth...personality, motives, needs values |
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| -learned through training and experience: experiential and inherited, general and specific |
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Definition of cognitive (leadership skill)
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| critical thinking and sound decision-making |
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| definition of technical (leadership skill) |
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Definition
| task and organization-specific knowledge |
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| defintion of interpersonal (leadership skill) |
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Definition
| know how to interact with others effectively |
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| defintion of character (leadership skill) |
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Definition
| build integrity and authenticity |
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| behavior- based leadership theory: focusing on task |
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Definition
-doing short term planning
-clarifying roles and objectives
-monitoring operations and performance
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| behavior based leadership theory: focusing on people |
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Definition
-supporting subordinates
-developing subordinates
-recognizing work with appreciation and praise
-this makes employees more loyal and commited |
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Term
| tranformational leadership |
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Definition
-charisma and vision
-inspirational motivation
-intellectual stimulation: open to others ideas
-can be found at all levels of the organization |
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Term
| transactional leadership: defintion and 3 components |
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Definition
-the process of a leader providing something the subordinates want
3 components:
-contingent reward
-active management by exception
-passive management by exception
-most concerned w/ efficiency
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Term
Difference between transformational and transitional leadership
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Definition
Trans: innovate task and poeople inspire
Transactional: maintian task incentivize |
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Term
| Fielder contingency model |
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Definition
-effectiveness of leader is influenced strongly by the context
-Leader-memeber relations: quality of relationships between leaders and followers
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Term
| Fiedler contingency model :task structure |
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Definition
| extent to which standar procedures are in place to complete a task |
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Term
| fiedler contingency model: positional power |
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Definition
| extent to which a leaer has authority to evaluate performance and administer rewards or punishments |
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Term
| Hersey and blanchards situaitonal theory |
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Definition
-leaders adapt degree of task forcus and people focus depneding on skill of followers
1. teh amount of task-related behaviors a leader exhibits
2. the amouth of relationship-related behaviors a leader exhibits
3. the level at which followers are mature enough to perform a specifci task, fucntion or objective |
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Term
| defintion of subsititutes: |
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Definition
| aspects of a stiuaiton that make leadership unnecesary |
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| definition of nautralizers |
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Definition
| aspects fo a situation that hinder a leaders ability to act a particular way |
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| The most important trait of charismatic leaders is: |
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Definition
| the ability to create an inspiring vision |
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| You are most likely to be considered an effective leader if you: |
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Definition
| focus on building cohesive teams |
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Term
| What is a action that a good leader would take? |
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Definition
| Clarifying roles and objectives to an employee |
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Term
Which of the following best describes the traits-based theory of leadership?
a. A theory of leadership in which leaders treat each member differently, and as a result, develop unique relationships with each member
b. A theory in which leaders are more effective depending on the favorability of a leadership situation
c. A theory of leadership that explained leadership by examining the characteristics of individuals considered to be historically great leaders
d. A theory of leadership that tries to reveal a set of universal skills that are relevant in all leadership situations |
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Definition
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Term
________ skills refer to a leader's knowledge about an organization and job-related activities.
a. Cognitive
b. Conceptual
c. Technical
d. Interpersonal |
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Definition
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Term
Cognitive skills of leadership refer to:
a. a leader's knowledge about the employees' interests and objectives.
b. a leader's ability to maintain a relatively low profile and share credit.
c. a leader's knowledge about an organization and job-related activities.
d. a leader's ability to understand the internal and external environments |
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Definition
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The factor that distinguishes task-oriented leaders from relations-oriented leaders is that:
a. relations-oriented leaders value workers as humans, focusing more on supporting and developing them.
b. task-oriented leaders often treat subordinates as equals and encourage them to take initiative in solving problems.
c. relations-oriented leaders focus more on observing workers, reading reports, and inspecting quality.
d. task-oriented leaders often tend to form emotional ties with their subordinates. |
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Definition
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Individuals who arouse strong followership through inspirational visions and/or compelling personal attributes are called ________ leaders.
a. charismatic
b. transactional
c. task-oriented
d. relations-oriented |
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Definition
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Term
________ leadership refers to the process by which a leader provides something to subordinates in return for something the subordinates want.
a. Relations-oriented
b. Transactional
c. Transformational
d. Charismatic |
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Definition
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Term
Transformational leaders tend to focus more on:
a. maintaining a reward system to motivate followers.
b. monitoring operations and performance.
c. persuading subordinates to complete tasks.
d. inspiring and motivating followers. |
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Definition
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Term
During the mature partnership phase of the relationship life cycle, the:
a. leader tests the subordinate's ability to cope with more responsibility and the subordinate decides whether the leader is worth the extra effort.
b. leader offers the subordinate a chance to increase his or her responsibility in the group and the subordinate accepts the new role.
c. leaders rely on rules and contractual obligations to motivate performance and subordinates comply with the leaders in exchange for economic rewards.
d. leaders and their followers know they can depend on each other and subordinates perform additional assignments. |
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Definition
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Term
________ theory states that the most important aspect in leadership is the follower's expectation that a task can be accomplished and that it will lead to rewards.
a. Traits-based leadership
b. Fiedler's contingency
C. House's path goal
d. Hersey and Blanchard's situational leadership |
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Term
Which of the following refers to the aspects of a situation that make leadership unnecessary?
a. Leadership neutralizers
b. Leadership traits
c. Leadership positions
d. Leadership substitutes |
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Definition
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Term
| The concepts of in-groups and out-groups are part of the ____theory of leadership |
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Definition
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| Intelligence and deductive reasoning are both ___ ___ that help leaders to make better decisions |
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| The ____ is a theory of leadership that says that leaders can be high or low in both task and relationship orientation |
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| ___ leader is someone who communicates a strong vision to inspire followers |
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| In the leader-member exchange theory, leaders and followers progress through a ____ ___ ___ |
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| the __ ___ theory says that leaders should use different leadership styles based on their employees' levels of skill and will (motivation) |
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Definition
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Term
| fielder's ____ model of leadership says that managers will be more or less effective in different situations based on their style of leadership |
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Which of the following are task oriented leadership behaviors?
1: completing a budget for the upcoming year
2: making sure that each of the members of the copmay's environmental team is interested and excited about the work they are doing.
3: presenting an award for "most innovative product of the year"
4: communicating annual sales targets in a national sales meeting |
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Definition
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Term
| ___-_____ leadership behaviors are likely to increase employee commitment and loyalty |
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Definition
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Term
the following image shows ____ and _____ managerial grid. This theory suggests that:
a) a manager's degree of task- and relationship-orientation determines their managerial style
b) managers are genetically predisposed to a specific management style
c) managers are more effective when they adopt a relationship-oriented leadership style
D)managers are more effective when they adopt a task-oriented leadership style |
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Definition
| A) a manager's degree of task- and relationship-orientation determines their style |
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Term
| Some of the employees say AL is great, but others feel that he doesn't let them take initiative. Mateo knows that the idea of in-groups and out-groups is key component of the ___ - _____ ____ theory of leadership |
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Definition
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Term
if mateo wants to become part of al's in group, which of the following actions should he take? choose all that apply
1: negotitate for expanded responsibilites
2: suppport al's decisions and change efforts
3: keep al informed about decsions
4: start offereing suggestions for ways to do things more effectively from the first day of work |
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Definition
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if mateo does become a member of al's in-group, he enters the ___ ____ phase, and al will expect him to:
A) offer ides as an equal partner who thinks more about the company's goals than mateo's own goals
B) cautiously take on more responsibilities, testing the water to find his role in the company |
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Definition
Mature partnership
A) offer ideas |
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Term
| according to the ___ model, a leader cna adopt one of four leadership styles based on a combo of relationship (concern for people) and task (concern for production) behaviors. The appropratie style depends on the readiness level of the followers. A follower's readiness is based on their ___ and __ to do work |
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Definition
-situational
-ability
-willingness |
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Term
| with the ____ leadership style, the leader provides little direction and little support. Instead, followers make and implement decisions |
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Definition
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| with followers who have low readiness because they are new to their job and organization, the ___ leadership style is most effective |
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Definition
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Four managerial styles: directing, coaching, supporting, and delegating. They have learned a little about programming, but they're starting to get frustrated becasue bugs are popping up in their work. YOur boss gives you 2 months to program a new blackjack game. Based on situational leadership II, what should you do?
A) you should sit w/ prgrammers and give them info about how to deal with bugs as they occur. but make sure that you set aside time for extensive praise and support
B) you should focus on reassuring the prgrammers: give them pep talks and tell them you know that they ahve the skills to accomplish the tasks |
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Definition
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Term
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Definition
| study of interpersonal attitdues and preferences, bahavioral dynamics and organziational performance |
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Definition
an understanding of one's thoguhts, feelings, and behaviors
-vital key of leadership effectivesness |
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Definition
ability to combine or link ideas in new ways to generate novel and useful alternatives:
ex. willingness to take risk
-tolerance of ambiguity |
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Term
| Evaluation of an individuals creativity: 3 things |
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Definition
fluency: generate many solutions that fit some requirements
-flexibility: change approaches to a problem
-originiality |
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| 3 components of intelligence and what they are |
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Definition
1. computational: knowing what questions to ask and what info to seek to solve a problem
2. experiential: being open to new ideas and willing to engage in experiential learning
3. contextual: ability to shape and be shapred by the external environment "BIG PICtURE THINKERS |
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Term
| other 2 components of intelligence |
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Definition
-cultural intelligence: understand and respond appropriately to different cultural context and situations
-emotional intelligence: recognizing our own feeligns and those of others, for motivating ourselves, and for managing our emotions in a productive manner. |
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Term
| -self awareness vs. self management vs. social awareness vs relationship management |
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Definition
self a: how to effect other people
self m: being able to regualte emotions
social aw: sense the mood of the group. sense how they are feeling
relationship m: hwo do you manage these relationships. |
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Term
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Definition
| exente to which an indivual believes they can control or influence the outcome of events (internal and external) |
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Term
| 5 response strategy: ascmh |
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Definition
avoid
survive
cope: how to deal w neg toll
manage
harness: ex. someone doesn't believe in you so you want to do it that much more |
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Term
| 4 key dimensions of managing adversity |
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Definition
1. contorl
2. ownership
3. reach
4. endurance |
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Term
| Gardner's frame s of mind: |
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Definition
| rejected a single kind of intelligence. he said IQ measurements were relatively poor predictors of who succeeds . 8 indicators of success: liguistic, logical, spatial, kinesthetic, musical, interpersonal, intrapersonal, naturality |
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Term
| triarchic theory of intelligence by robert sternberg |
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Definition
like gardners: 3 components:
-computational (analytic)
-experiential: creative
-contextual: practical |
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Term
An understanding of one's thoughts, feelings, and behaviors is called ________
a. self-actualization
b. self-awareness
c. self-analysis
d. self-acceptance |
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Definition
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Term
According to Howard Gardner's multiple intelligences
a. standardized test scores and grades are the key predictors of who succeeds and who does not.
b. IQ measurements are generally predictive of success in many professional endeavors.
c. there are eight kinds of intelligence that can be indicators of career success.
d. IQ measurements account for all of the ways in which individuals demonstrate that they are "smart." |
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Definition
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Term
Which of the following indices of creativity involves the ability to generate many solutions that fit some requirement?
a. Adaptability
b. Originality
c. Flexibility
d. Fluency |
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Definition
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Term
Of the three indices of creativity, originality is defined as:
a. the ability to change approaches to a problem.
b. the ability to generate many solutions that fit some requirement.
c. the ability to generate novel or unique propositions, ideas, or solutions.
d. the ability to take responsibility for one's role in cultivating relationships |
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Definition
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Term
Which of the following are the two main components of self-management in emotional intelligence?
a. Innovation and creativity
b. Fluency and flexibility
c. Intelligence and personality
d. Regulation and motivation |
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Definition
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Term
According to Robert McCrae and Paul Costa's leadership personality traits, extroversion:
a. is the tendency to be sociable, assertive, and active and to experience things positively.
b. is the tendency to be trusting, compliant, caring, and gentle.
c. involves being open to experiences and willing to be original, imaginative, and autonomous.
d. is the ability to remain calm and confident, especially in times of crisis |
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Definition
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Term
Individuals with external locus of control:
a. ascribe success to luck or circumstance.
b. prefer participatory supervisors who delegate.
c. are generally more self-motivated than internals.
d. tend to be less anxious about outcomes than internals. |
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Definition
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Term
Of the four dimensions used to effectively address adversity, ownership refers to:
a. the extent to which adversity impacts other aspects of a person's life.
b. the expected length of the adversity.
c. the extent to which a person thinks he or she can influence whatever happens next.
d. the level of accountability that a person assumes to improve the situation |
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Definition
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Term
________ is the act of reading and using cues from the environment to assess one's behavior.
a. Self-awareness
b. Self-evaluation
c. Self-monitoring
d. Self-actualization |
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Definition
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Term
High self-monitors:
a. tend to be more internally focused than low-self monitors.
b. do not read environmental and social cues.
c. exhibit behavior that is more consistent in different situations.
d. are more adaptive to change than low self-monitors. |
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Definition
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Term
| 3 main categories of Power: |
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Definition
-Power related to position in organization
-Power related to personal characteristics
-Power related to interpersonal relationships or networks. |
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Definition
| process of using the power you have to affect desired responses in others |
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Definition
| power that comes from an individual's formal place w/in an organization's structure |
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Definition
| power that is obtained from having personal attributes that others desire |
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Definition
| power gained from the networks to which an individual belongs, the people in those networks, and the strength of relationships w/in networks |
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Term
Types of postion power:
-Legitimate power |
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Definition
| power that is based on the formal postion an individual holds in an organization |
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Term
Type of postion power:
reward power |
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Definition
| power that gives someone the ability to reward another for their behavior |
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Term
type of position power:
coercive power |
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Definition
| power that gives someone that ability to punish another for their behavior |
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Term
positional power vs. personal power
(characteristics) |
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Definition
pos: formal authority, centrality, flexibility, visibility, relevance
per: expertise, effort, attractiveness, legitimacy |
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| 2 Types of personal power and the definition |
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Definition
Expert: power based on an individual having specialized knowledge or skills
Referent: power based on the personal liking an individual has for another |
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Term
| Breadth: types of networks and the diversity of contact w/in those networks: 3 |
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Definition
-task: exvhange of specific job related resources
-career: people who provides career direction and guidance
-social: mobilize resources, transmit info, and provide peer coaching. |
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Term
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Definition
-cenbtrality
-breadth
-duration
strength: core= close bonds, extended: acquaintances
-portability of relationships |
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Definition
-empowerment of others
-coalitions: common interest and perspectives |
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Definition
1) choose influence style and influence tactics
2) Use specific influence principles as "weapons of influence" |
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Term
1) choose influence style and influence tactics:
what are the 3 styles to choose from? |
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Definition
-pushing style: persuading and asserting
-pulling: bridging (engaging others) and attracting
-moving away style: disengaging |
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Term
2) Use specific influence principles as "weapons of influence"
3 principles |
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Definition
1) reciprocation principle
2) commitment and consistency princple: once a choice is made, that is it
3) social proof principle: individual evaluate what is correct by listening to or observing others |
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Term
| 3 influencing principles: |
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Definition
1) liking principle: suggests that someone will be more likely to say yes to another individual they like
2) authority:
3) scarcity principle; opportunities seem more valuable when they're limited |
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Term
________ refers to the means or vehicle by which power is exercised.
a. Influence
b. Intelligence
c. Innovation
d. Inspiration |
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Definition
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Term
Which of the following best describes legitimate power?
a. A type of interpersonal power that is based on the formal position an individual holds in an organization
b. A type of interpersonal power that gives someone the ability to punish another for his or her behavior
c. A type of interpersonal power that gives someone the ability to reward another for his or her behavior
d. A type of interpersonal power based on an individual having specialized knowledge or skills |
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Definition
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A type of interpersonal power based on the personal liking an individual has for another is called ________ power.
a. legitimate
b. referent
c. expert
d. coercive |
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Definition
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Term
________ power is gained from the types of networks to which an individual belongs and the types of people in those networks.
a. Coercive
b. Legitimate
c. Relational
d. Referent |
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Definition
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Term
Employees' passive resistance to power refers to:
a. doing all that is required out of fear.
b. failing to do what is asked on time.
c. doing what is asked without interest.
d. pretending to agree but doing nothing. |
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Definition
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Term
The three primary responses to managerial decisions are:
a. resistance, commitment, and compliance.
b. compliance, opposition, and conflict.
c. anticipation, inhibition, and submissiveness.
d. acceptance, readiness, and dedication. |
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Definition
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Term
________ is a phenomenon that exists when two firms are equally dependent on the other.
a. Interdependence
b. Joint dependence
c. Empowerment
d. Dependence asymmetry |
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Definition
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Term
Which of the following is the last step in exercising power through influence?
a. Choosing an influence style
b. Using specific influence principles
c. Assessing performance
d. Building sources of power |
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Definition
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Term
Of the three primary styles of influence, pulling involves:
a. persuading.
b. disengaging.
c. bridging.
d. asserting. |
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Definition
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Term
Which of the following styles of influence is helpful when the requestors want to reduce or diffuse conflict?
a. Persuading
b. Bridging
c. Attracting
d. Disengaging |
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Definition
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