UGA MGMT 3000 TEST 3 EXAM|147
ANSWERED QUESTIONS
great man theory - -Explained leadership by examining the traits and
characteristics of individuals considered to be historically great leaders
- Traits-based leadership
theory - -Tries to reveal a set of universal traits and skills that are relevant in
all leadership situations
- common leadership traits - -Self-confidence
Initiative
Risk taking
Persistence
High level of physical energy
Motivation to complete tasks
- charismatic leaders - -Individuals who arouse strong followership through
inspirational visions and/or compelling personal attributes
- patterns in charismatic leadership - -- Exhibit extreme self-confidence
about values
- willingness to take personal risks
- strong moral conviction to exercise their power positively
- Communicate vision through powerful imagery, symbolism, and metaphor
- transformational leadership - -The set of behaviors that leaders use to
transform, or change, their organization and individuals for the better
- components of transformational leadership - -- Charisma and vision
- Inspirational motivation
- Intellectual stimulation
- Individualized consideration
- transactional leadership - -The process of a leader providing something
the subordinates want
- components of transactional leadership - -- Contingent reward
- Active management-by-exception
- Passive management-by-exception
- contingent reward - -The exchange process between leaders and followers
in which leaders offer rewards to subordinates in exchange for their services
, - management by exception - -A method of leadership done passively or
actively that describes when leaders should intervene to increase a
subordinate's effort to meet standards
- Things good first level managers add... - -- motivate employees to be
emotional invested in work,
- motivate employees to have a sense of duty in their work
- employee agreement to the culture and vision
- cognitive skills - -A leader's ability to understand the internal and external
environments, make decisions with sound reasoning, and communicate
effectively
- technical skills - -A leader's knowledge about an organization and job-
related activities
- interpersonal skills - -a leader's ability to interact with others
- character - -The core values and fundamental beliefs that drive behavior
in variable situations
- Leadership style
Task oriented behavior - -Behaviors that prioritize the accomplishment of a
task in an efficient and reliable way
- Leadership Style
relations-oriented behavior - -Behaviors that prioritize interpersonal
relationships, the value of workers as humans, and a strong commitment to
the unit and its mission
- Blake and Mouton Managerial Grid - -A two-dimensional grid showing
leaders' different levels of task-oriented and relations-oriented behavior,
which results in particular styles of leadership
- Fiedler contingency model - -Leaders are more effective depending on the
favorability of a leadership situation, which is described by leader-member
relations, task structure, and positional power of the leader
- 1. Leader Member Relations
2. Task Structure
3. Positional Power - -1. Quality of relationships between leaders and
followers
ANSWERED QUESTIONS
great man theory - -Explained leadership by examining the traits and
characteristics of individuals considered to be historically great leaders
- Traits-based leadership
theory - -Tries to reveal a set of universal traits and skills that are relevant in
all leadership situations
- common leadership traits - -Self-confidence
Initiative
Risk taking
Persistence
High level of physical energy
Motivation to complete tasks
- charismatic leaders - -Individuals who arouse strong followership through
inspirational visions and/or compelling personal attributes
- patterns in charismatic leadership - -- Exhibit extreme self-confidence
about values
- willingness to take personal risks
- strong moral conviction to exercise their power positively
- Communicate vision through powerful imagery, symbolism, and metaphor
- transformational leadership - -The set of behaviors that leaders use to
transform, or change, their organization and individuals for the better
- components of transformational leadership - -- Charisma and vision
- Inspirational motivation
- Intellectual stimulation
- Individualized consideration
- transactional leadership - -The process of a leader providing something
the subordinates want
- components of transactional leadership - -- Contingent reward
- Active management-by-exception
- Passive management-by-exception
- contingent reward - -The exchange process between leaders and followers
in which leaders offer rewards to subordinates in exchange for their services
, - management by exception - -A method of leadership done passively or
actively that describes when leaders should intervene to increase a
subordinate's effort to meet standards
- Things good first level managers add... - -- motivate employees to be
emotional invested in work,
- motivate employees to have a sense of duty in their work
- employee agreement to the culture and vision
- cognitive skills - -A leader's ability to understand the internal and external
environments, make decisions with sound reasoning, and communicate
effectively
- technical skills - -A leader's knowledge about an organization and job-
related activities
- interpersonal skills - -a leader's ability to interact with others
- character - -The core values and fundamental beliefs that drive behavior
in variable situations
- Leadership style
Task oriented behavior - -Behaviors that prioritize the accomplishment of a
task in an efficient and reliable way
- Leadership Style
relations-oriented behavior - -Behaviors that prioritize interpersonal
relationships, the value of workers as humans, and a strong commitment to
the unit and its mission
- Blake and Mouton Managerial Grid - -A two-dimensional grid showing
leaders' different levels of task-oriented and relations-oriented behavior,
which results in particular styles of leadership
- Fiedler contingency model - -Leaders are more effective depending on the
favorability of a leadership situation, which is described by leader-member
relations, task structure, and positional power of the leader
- 1. Leader Member Relations
2. Task Structure
3. Positional Power - -1. Quality of relationships between leaders and
followers
