2
BUSMHR 3200 EXAM 3 with precise detailed solutions || || || || || || ||
Leadership - ✔✔a process whereby an individual influences a group of individuals to
|| || || || || || || || || || || || ||
achieve a common goal
|| || ||
Management vs. Leadership - ✔✔Management: || || || || ||
- Focused more on the current
|| || || || || ||
- Promotes stability and efficiency
|| || || ||
Leadership: ||
-Focused more on the future
|| || || || ||
-Promotes change and adaption
|| || ||
Management skills vs Leadership skills - ✔✔Management skills:
|| || || || || || || ||
-Planning ||
-Organizing ||
-Analytical thinking || ||
-Communicating/Informing ||
Leadership Skills || ||
-Strategic thinking
|| ||
-Conceptual thinking || ||
-Innovation/Creativity ||
-Inspiring
behavioral theories of leadership - ✔✔1. The Ohio State leadership studies
|| || || || || || || || || ||
-Some of the first leadership studies at OSU
|| || || || || || || ||
,2
- People and task behaviors found no "best style"
|| || || || || || || || ||
2. University of Michigan :
|| || || ||
-Task/PPL behavior found similar results as OSU
|| || || || || || ||
3. Managerial Grid
|| || ||
-Concern for people and concern for production
|| || || || || || ||
- 2x2 Matrix with 5 leadership styles
|| || || || || || ||
*FOUND TEAM MANAGEMENT IS BEST STYLE*
|| || || || ||
Situational Leadership (Contingency Theories) - ✔✔"Best style of leadership depends on the
|| || || || || || || || || || || ||
situation" ||
Most of the time were in the middle
|| || || || || || ||
Path-Goal Theory Leadership behaviors - ✔✔Directive leadership
|| || || || || ||
Supportive leadership ||
Achievement-oriented leadership ||
Participative leadership ||
Upward-influencing leadership ||
*Don't want to do all of them all of the time depends on situation*
|| || || || || || || || || || || || || ||
*As a leader you can clear a path to the goal*
|| || || || || || || || || ||
Transactional Leadership vs Transformational Leadership - ✔✔Transactional Leadership----
|| || || || || || || ||
"good @ transactions"
|| || ||
-Clarifying role requirements, task requirements, accountabilities etc.
|| || || || || || ||
,2
-Providing positive and negative rewards for performance
|| || || || || || ||
Transformational Leadership---"transform the organization"
|| || || ||
-Provides a transformational change in engagement of organizational members toward
|| || || || || || || || || ||
organizational goals. || ||
-Complementary to Transactional leadership || || || ||
Characteristics: ||
1. Having a vision
|| || || ||
2. Communicating the vision to others in a compelling way
|| || || || || || || || || ||
3. Mobilizing commitment/behaviors of others to the vision
|| || || || || || ||
Charismatic Leaders and leadership chatacteristics - ✔✔-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 || ||
EG. MLK, Richard Branson, Steve Jobs
|| || || || ||
Contemporary views of leadership - ✔✔Leader-member exchange theory
|| || || || || || ||
, 2
Transformational-transactional leadership ||
Charismatic-visionary leadership ||
Team leadership
||
Kouzes and Posner's Leadership Practices - ✔✔Challenging the process, inspiring a shared
|| || || || || || || || || || || ||
vision, enabling others to act, modeling the way and encouraging the heart.
|| || || || || || || || || || ||
The Extraordinary Leader Model - ✔✔5 Primary dimensions of leadership behavior are:
|| || || || || || || || || || ||
1.Character
2. Personal capability
|| || ||
3. Focus on Results
|| || ||
4. Interpersonal Skills
|| ||
5. Ability to lead Organizational change
|| || || || ||
Zenger and Folkman's Competency Model - ✔✔character, personal capability, focus on
|| || || || || || || || || || ||
results, interpersonal skills, leading change
|| || || ||
Business Leadership (3PS) - ✔✔Passion- Love what they do, would continue to do it
|| || || || || || || || || || || || || ||
regardless of compensation high/low || || ||
Performance: Hate to lose, keep score and set high standards
|| || || || || || || || || ||
Principle: "Live their values" Always principle ahead of profits.
|| || || || || || || ||
Authentic Leadership - ✔✔-They understand from their life story
|| || || || || || || ||
-They are self-aware
|| || ||
BUSMHR 3200 EXAM 3 with precise detailed solutions || || || || || || ||
Leadership - ✔✔a process whereby an individual influences a group of individuals to
|| || || || || || || || || || || || ||
achieve a common goal
|| || ||
Management vs. Leadership - ✔✔Management: || || || || ||
- Focused more on the current
|| || || || || ||
- Promotes stability and efficiency
|| || || ||
Leadership: ||
-Focused more on the future
|| || || || ||
-Promotes change and adaption
|| || ||
Management skills vs Leadership skills - ✔✔Management skills:
|| || || || || || || ||
-Planning ||
-Organizing ||
-Analytical thinking || ||
-Communicating/Informing ||
Leadership Skills || ||
-Strategic thinking
|| ||
-Conceptual thinking || ||
-Innovation/Creativity ||
-Inspiring
behavioral theories of leadership - ✔✔1. The Ohio State leadership studies
|| || || || || || || || || ||
-Some of the first leadership studies at OSU
|| || || || || || || ||
,2
- People and task behaviors found no "best style"
|| || || || || || || || ||
2. University of Michigan :
|| || || ||
-Task/PPL behavior found similar results as OSU
|| || || || || || ||
3. Managerial Grid
|| || ||
-Concern for people and concern for production
|| || || || || || ||
- 2x2 Matrix with 5 leadership styles
|| || || || || || ||
*FOUND TEAM MANAGEMENT IS BEST STYLE*
|| || || || ||
Situational Leadership (Contingency Theories) - ✔✔"Best style of leadership depends on the
|| || || || || || || || || || || ||
situation" ||
Most of the time were in the middle
|| || || || || || ||
Path-Goal Theory Leadership behaviors - ✔✔Directive leadership
|| || || || || ||
Supportive leadership ||
Achievement-oriented leadership ||
Participative leadership ||
Upward-influencing leadership ||
*Don't want to do all of them all of the time depends on situation*
|| || || || || || || || || || || || || ||
*As a leader you can clear a path to the goal*
|| || || || || || || || || ||
Transactional Leadership vs Transformational Leadership - ✔✔Transactional Leadership----
|| || || || || || || ||
"good @ transactions"
|| || ||
-Clarifying role requirements, task requirements, accountabilities etc.
|| || || || || || ||
,2
-Providing positive and negative rewards for performance
|| || || || || || ||
Transformational Leadership---"transform the organization"
|| || || ||
-Provides a transformational change in engagement of organizational members toward
|| || || || || || || || || ||
organizational goals. || ||
-Complementary to Transactional leadership || || || ||
Characteristics: ||
1. Having a vision
|| || || ||
2. Communicating the vision to others in a compelling way
|| || || || || || || || || ||
3. Mobilizing commitment/behaviors of others to the vision
|| || || || || || ||
Charismatic Leaders and leadership chatacteristics - ✔✔-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 || ||
EG. MLK, Richard Branson, Steve Jobs
|| || || || ||
Contemporary views of leadership - ✔✔Leader-member exchange theory
|| || || || || || ||
, 2
Transformational-transactional leadership ||
Charismatic-visionary leadership ||
Team leadership
||
Kouzes and Posner's Leadership Practices - ✔✔Challenging the process, inspiring a shared
|| || || || || || || || || || || ||
vision, enabling others to act, modeling the way and encouraging the heart.
|| || || || || || || || || || ||
The Extraordinary Leader Model - ✔✔5 Primary dimensions of leadership behavior are:
|| || || || || || || || || || ||
1.Character
2. Personal capability
|| || ||
3. Focus on Results
|| || ||
4. Interpersonal Skills
|| ||
5. Ability to lead Organizational change
|| || || || ||
Zenger and Folkman's Competency Model - ✔✔character, personal capability, focus on
|| || || || || || || || || || ||
results, interpersonal skills, leading change
|| || || ||
Business Leadership (3PS) - ✔✔Passion- Love what they do, would continue to do it
|| || || || || || || || || || || || || ||
regardless of compensation high/low || || ||
Performance: Hate to lose, keep score and set high standards
|| || || || || || || || || ||
Principle: "Live their values" Always principle ahead of profits.
|| || || || || || || ||
Authentic Leadership - ✔✔-They understand from their life story
|| || || || || || || ||
-They are self-aware
|| || ||
