BUSMHR 3200 Exam 3 Inks

Leadership - ANS The process whereby an individual influences a group of individuals to achieve a common goal. Positively correlated task attributes - ANS Intelligence, openness to experience, conscientiousness, emotional stability. Correlated interpersonal attributes - ANS Extraversion, emotional intelligence, agreeablenexx, communication skills (all +). Narcissism, Machiavellianism, psychopathy (all -) Management vs Leadership - ANS Management: Focuses more on the current, stability and efficiency. Skills include planning, oeganizing, analytical thinking, communicating. Leadership: Focused more on the future, promotes change and adaptation. Leadership skills include strategic thinking, conceptual thinking, innovation/creativity and inspiring. Behavioral Theories of Leadership - ANS The OSU Leadership Studies, University of Michigan Studies, Managerial Grid Managerial Grid - ANS 2 x 2 matrix with 5 leadership styles. Axis are concern for people and concern for production. (include picture) Contingency Theories: Situational Leadership - ANS Relationship vs. Task Behavior High Relationship Behavior, Low Task Behavior (Situational Leadership) - ANS Participating (S3) - Share ideas and facilitate in decision making High Relationship Behavior, High Task Behavior (Situational Leadership) - ANS Selling (S2) - Explain decisions/ provide opportunity for clarification Low Relationship Behavior, Low Task Behavior (Situational Leadership) - ANS Delegating (S4) - Turn over responsibility for decisions and implementation Low Relationship Behavior, High Task Behavior (Situational Leadership) - ANS Telling (S1) - Provide specific instructions and closely supervise performance Path-Goal Theory Leadership Behaviors - ANS Directive Leadership, Supportive Leadership, Achievement Oriented Leadership, Participative Leadership, Upward-influencing leadership "Laissez-faire" Leadership - ANS Not assuming leadership responsibilities, NOT a way to lead Transactional Leadership - ANS Clarifying role requirements, task requirements, accountabilities, etc. Providing positive and negative rewards for performance Transformational Leadership - ANS Provides a transformational change in engagement of organizational members toward organizational goals. Not a substitute for transactional leadership, but a complement to it. Transformational leaders are often strong charismatic leaders as well Characteristics of Charismatic Leaders - ANS - Self- confidence - Vision - Ability to articulate the vision and make it "real" to others - Strong convictions about the vision - Behavior that is out of the ordinary - Strong abilities to manage change - Environment/ resource sensitivity Kouzes and Posner's Leadership Practices - ANS - Challenging the process - Inspiring a shared vision - Enabling others to act - Modeling the way - Encouraging the heart "Lincoln on Leadership" - ANS People, Character, Endeavor, Communication Zenger and Folkman's Competency Model - ANS Character, personal capability, focus on results, interpersonal skills, leading change "The Extraordinary Leader" Model - ANS 1. character 2. personal capability 3. focus on results 4. interpersonal skills 5. ability to lead organizational change 3 P's of Effective Business Leaders - ANS 1. Passion 2. Performance 3. Principle Luck - ANS "When hard work and preparation meet opportunity" Authentic Leadership - ANS They understand and learn from their Life Story They are Self-Aware They practice their Values and Principles They recognize both their Extrinsic and Intrinsic Motivations They have a balanced life, and Stay Grounded Leadership Excellence - ANS Leadership excellence starts with the decision to be a great leader; with an explicit commitment to greatness Explicit commitment to becoming a great leader involves - ANS 1. Introspection 2. Self- candor (openness) and objectivity 3. A willingness to do what it takes to improve 4. A time commitment 5. A dissatisfaction with being merely "good" Competencies - ANS - Things at which you excel - Collections of business- relevant skills, behaviors, and abilities - Can include areas of knowledge and/ or expertise - Can be developed over time