Leadership

Question 1

Trait Theory

Answer 1

People are born with innate attributes that make them fit for leadership.

Question 2

Behavioral Theories

Answer 2

People can be taught how to lead.

Leadership skills can be developed.

Leaders focus on employees and the task - not only on the task as with trait theory.

Question 3

Blake-Mouton Managerial Theory (Team Leaders)

Answer 3

Manager leads by example and encourages team and individual development.

9 task, 9 people

Question 4

Blake-Mouton Managerial Theory (Authoritarian managers)

Answer 4

Manager expects employees to do as they are told

9 task, 1 people

Question 5

Blake-Mouton Managerial Theory (Country club managers)

Answer 5

Manager values relationships more than tasks, so they avoid punishing employees when goals are not achieved.

1 task, 9 people

Question 6

Blake-Mouton Managerial Theory (impoverished managers)

Answer 6

Manager delegates but offers no guidance

1 task, 1 people

Question 7

Blake-Mouton Managerial Theory (middle-of-the-road manager)

Answer 7

Manager because of formal title but not really considered a manager.

Gets the work done

Balanced on task scale and people scale

Question 8

Situational Theories

Answer 8

Build on behavioral theories

Leadership style depends on situation

Question 9

Hersey-Blanchard (Telling)

Answer 9

Emphasis on task, not employee.

Employee must be told what to do.

Question 10

Hersey-Blanchard (Selling)

Answer 10

Emphasis on both task and employee.

Employee is competent but needs additional guidance or motivation.

Question 11

Hersey-Blanchard (Participating)

Answer 11

Emphasis is on both task and employee.

Employee is capable, and manager lends support by helping with final decision-making or brainstorming.

Question 12

Hersey-Blanchard (Delegating)

Answer 12

Employee requires little to no intervention by manager.

Manager is still ultimately responsible, but employee is empowered to make decisions and complete the task.

Question 13

Emergent Theory

Answer 13

Leaders are not formally selected but rather emerge from a group as the clear leader.

Question 14

Emergent Theory (Solo Leader)

Answer 14

Directive

Expects team to conform to their style

Too involved in everything

Question 15

Emergent Theory (Team Leader)

Answer 15

Delegates

Creates a vision for the team

Appreciates and encourages diversity

Question 16

Transformational Leadership

Answer 16

James MacGregor Burns said that transformational leaders raise one another to higher levels of motivation.

Question 17

Four I’s of transformational leadership

Answer 17

• Individual consideration
• Intellectual stimulation
• Idealized influence
• Inspirational motivation

Question 18

EI Branch: Perceiving emotions in oneself and others

Answer 18

Recognizing the verbal and nonverbal communication cues of others

Question 19

EI Branch: Using emotions to facilitate thinking

Answer 19

The ability to generate emotions and react to them.

Question 20

EI Branch: Understanding emotional meaning

Answer 20

The ability to understand and appropriately react to others’ emotions

Question 21

EI Branch: managing emotions

Answer 21

the ability to regulate your emotions and react to others’ emotions in a manner that effectively manages an interaction.

Question 22

EI Component: self-regulation

Answer 22

Refers to the ability to control your emotions. As a leader, the expectation is that you use your awareness of self to recognize when you are in an emotionally charged state, and you chose to manage your emotions for effective outcomes.

Question 23

EI Component: self-awareness

Answer 23

Refers to the ability to understand how you react emotionally to a myriad of situations. As a leader, the expectation is that you use this self-awareness to recognize your contributions to the interpersonal dynamics of you and your colleagues.

Question 24

EI Component: motivation

Answer 24

Refers to a person’s commitment to excel. As a leader, this is a measure of your resilience and positivity as well.

Question 25

EI Component: Empathy

Answer 25

Refers to the ability to leverage your self-awareness to accept and legitimize another person's emotions. As a leader, this is a critical skill with respect to being able to coach and guide diverse employees.

Question 26

EI Component: social skills

Answer 26

Refers to the ability to build rapport with others. As a leader, this social intelligence allows you to understand the impact of your behavior on the behavior of others.

Question 27

Behavioral Reinforcement Theory/Operant Conditioning

Answer 27

- BF skinner - Leader rewards behavior they would like to see repeated - Leader ignores or punishes behavior they would like to see end - Positive reinforcement, negative reinforcement, punishment, extinction

Question 28

Motivation-Hygiene Theory

Answer 28

- Frederick Herzberg - Employees have extrinsic (hygiene) and intrinsic (motivation) needs that need to be fulfilled - Extrinsic refers to the job environment - Intrinsic refers to the opportunity for personal growth, development, or achievement

Question 29

Maslow's Hierarchy of Needs

Answer 29

``` Five basic human needs (pyramid). Bottom: Physoiological Safety and security Belonging and love Esteem Top: Self-actualization ```

Question 30

Acquired Needs Theory

Answer 30

- David McClelland - All people fit into one of three categories or have three main drivers: - Need for affiliation (belonging, collaboration more important than competition) - Need for achievement (tasks calculated risk in goal attainment, needs regular feedback) - Need for power (likes competition, likes status)

Question 31

Expectancy Theory

Answer 31

- Victor Vroom - The belief that hard work pays off in terms of better performance and increased rewards (compensation and other perks that are of value to that particular employee) Expectancy (Effort) --> Instrumentality (Performance) --> Valence (Rewards)

Question 32

Mission statement

Answer 32

Focuses on the work of the organization on a day-to-day basis and answers the following questions: - What do we do now? - Why are we doing it? - What makes us different from other companies?

Question 33

Vision statement

Answer 33

Focuses on the organization's future goals and answers the following questions: - What do we want to accomplish? - Where do we aim to be in the future?

Question 34

Four Branches of Emotional Intelligence

Answer 34

- Perceiving emotions in self and others - Using emotions to facilitate thinking - Understand emotional thinking - Managing emotions

Question 35

Five Components of Emotional Intelligence

Answer 35

- Self-regulation - Self-awareness - Motivation - Empathy - Social skills