MGMT Exam 3-1

32 cards

Power, influence and leadership... don't just manage, lead.


 
  
Created Apr 25, 2010
by
ahopkin2

 

 
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  Side A   Side B
1
1) Leadership2) management vs leadership
 
1) the ability to influence employees to voluntarily pursue organizational goals2) management...
2
1) power vs authority2) 5 sources of power
 
1) authority is the right to perform or command (comes with the job), while power is the extent...
3
Tactics used to get people to do what you want
 
1) rational persuasion: convince with reason and logic2) Inspirational appeals: build enthusiasm...
4
5 approaches to leadership
 
1) trait approaches2) behavioral approaches3) contingency approaches4) full-range approaches5)...
5
trait approaches to leadership
 
-attempt to identify distinctive characteristics that account for the effectiveness of leaderstheory...
6
key positive leadership traits
 
-intelligence-self confidence-determination-honesty/integrity-sociability-problem solving skills-extraversion-conscientiousness
7
5 traits Ralph Stogdill concluded were typical to leaders
 
1) dominance2) intelligence3) self-confidence4) high energy5) task-relevant knowledge
8
trait approaches: 
 
1) Kouzes and Posner's findings: honesty most important trait to employees2) gender studies:...
9
Lack of women at the top; male point of view vs femaleand3 other reasons
 
-men think women don't have the general management experience and that they haven't been in...
10
behavioral leadership approaches
 
-attempt to determine the distinctive styles used by effective leaders by their patterns of...
11
Contingency approach
 
-effective leadership depends on the situation at hand
12
Fiedler's contingency leadership model
 
1) determines if a leader's style is task or relationship oriented and if it is effective for...
13
House's Path-Goal leadership model
 
-holds that the effective leader makes available to followers desirable rewards in the workplace...
14
leader behaviors
 
path goal clarifying, achievement oriented (set challenging goals), work facilitation, supportive...
15
1) Employee characteristics2) Environmental factors
 
1) locus of control, task ability, need for achievement, experience, need for path-goal clarity2)...
16
Leadership effectiveness
 
-employee motivation, satisfaction, and performance-leader acceptance-interaction facilitation -work...
17
Hersey and Blanchard's Situational leadership theory model; see page 453
 
-leadership behavior reflects how leaders should adjust their leadership style according to...
18
1) telling2) selling3) participating 4) delegating
 
1) guide and direct performance (low readiness)2) explain decisions and persuade others to...
19
full range leadership 
 
suggests that leadership behavior varies along a full range of leadership styles, from take-no...
20
transactional vs transformational leaders
 
1) transactional: focus on clarifying employee's roles and task requirements and provide rewards...
21
4 key behaviors of transformational leaders
 
1) inspirational motivation and charisma-their vision inspires others to act-charisma: interpersonal...
22
implications of transformational leadership
 
pros: effectiveness, job satisfaction, employee identification increased, intrinsic motivation...
23
4 additional leadership models
 
1) leader member exchange (LMX)2) shared leadership3) servant leadership4) e-leadership
24
LMX leadership
 
emphasizes that leaders have different sorts of relationships with different subordinates;...
25
shared leadership
 
a simultaneous, ongoing, mutual influence process in which people share responsibility for...
26
servant leadership
 
focus on providing increased service to others--meet the goals of both followers and the organization...
27
E-Leadership
 
can involve one to one, one to many, within group, and between group, and collective interactions...
28
power of position power of the person
 
1) legitimate, reward, coercive2) expert, referent **leadership power**
29
all managers are not leaders
 
not all leaders are managers
30
task focused vs leadership focused
 
1) establish priorities, create positive change, deliver results2) get the job done but don't...
31
self leadershipfollowership
 
lead to be led; lead yourself in order to lead otherslead by following, help leaders, speak...
32
invert your pyramid
 
be humble!

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