business leadership 13 & 8 test

what is leadership?

the ability to get someone else to do something you want done or to make things happen the way you want.

three types of power positions:

1. reward power (offering something of value)

2. coercive power (punishing or threatening)

3. legitimate power (authority based on position)

three types of personal power:

1. expert power (influencing others with knowledge)

2. referent power (influencing others through personal traits and respect)

3. relational power (functioning well as part of a working team)

what do visionary leaders have?

vision: a clear sense of the future

• has a clear vision

• communicates vision

• motivates and inspires others

personal traits of successful leaders:

• drive

• self-confidence

• creativity

• cognitive ability

• job-related knowledge

• motivation

• flexibility

• honesty and integrity

major influences of behaviour:

1. perception (how we receive/interpret information from the environment)

2. attitudes (feelings/behavioural intentions to an object)

3. personality

what influences perception?

• cultural background

• values

• religion

• personal/situational circumstances

perception tendencies & distortions:

1. stereotypes (attributes commonly associated with a group)

2. halo effects (one attribute develops an overall perception)

3. selective perception (defining problems from your own pov)

4. projection (personal attributes given to others)

parts of attitude:

intended vs. actual behaviour: good intentions do not always mean actual behaviour

cognitive dissonance:

cognitive dissonance: discomfort when attitude and behaviour are not consistent

results:

1. changed attitude to fit behaviour

2. changed behaviour to fit attitude

3. rationalizing (justification)

contingency approaches:

“When and under what circumstances is a particular leadership style preferable to others?”

fiedler’s contingency model:

suggests that a leader’s effectiveness depends on the fit between their leadership style and situation.

• measured on the least-preferred coworker scale

  • task-motivated (low LPC)

  • relationship-motivated (high LPC)

hersey-blanchard situational leadership:

1. delegating (group takes responsibility)

   • low-task, low-relationship

2. participation (sharing ideas and joining decisions for tasks)

   • low-task, high-relationship

3. selling (persuasive and supportive explaining for task directions)

   • high-task, high-relationship

4. telling (giving tasks and superivisning work closely)

   • high-task, low-relationship

path-goal leadership theory:

1. directive leadership (giving directions, scheduling, clarifying leader role)

2. supportive leadership (treating others equally, more friendly/approachable)

3. achievement-oriented leadership (setting challenging goals, encouraging continuous improvement)

4. participative leadership (asking for suggestions from others for decisions)

• subsititiutes: factors in work-settings that direct work efforts without a leader

vroom-jago leader-participation model:

1. decide alone (authority decision, aka. manager decides)

2. consult individually (decision made after consulting individually with others)

3. consult with group (decision made after sharing problem with group)

4. facilitate (group makes decision and manager remains neutral)

5. delegate (delegate group members authority to find the problem and make a decision)

• decision quality: who has the information needed

• decision acceptance: importance subordinates accept the decision

• decision time: time available to make the decision

whats a charismatic leader?

develops special leader-follower relationships and inspires others.

transformational vs. transactional leadership:

transformational: inspires and encourages excellent efforts and performance

transactional: directs efforts through tasks, rewards, and structures

qualities of a transformational leader:

• vision

• charisma

• symbolism (identifying those who have achieved excellence)

• empowerment

• integrity

emotional intelligence:

the ability to manage our emotions in social relationships.

• self-awareness

• self-regulation

• motivation

• empathy

• social skills

moral leadership

ethical leadership: always good and right morally

• integrity: honesty, credibility, and consistency in putting values into action.

authentic leadership: positive psychological states = self-awareness and self-regulation.

key terms in planning:

planning: the process of setting objectives and determining how to best accomplish them

objectives: the specific results or desired outcomes

plan: steps to be taken in order to accomplish the objectives

roles in planning and controlling:

1. planning (setting the direction)

2. leading (inspiring effort)

3. controlling (ensuring results)

4. organzing

benefits of planning:

• improves focus and flexibility

• improves action orientation

• improves coordination

• improves time manag

short-range and long-range plans:

• short-range = 1 year or less

• intermediate-range = 1-2 years

• long-range = +3 years

  • higher management mainly focuses on long range plans

strategic and operational plans:

• strategic plans: broad, comprehensive and long-term directions (effects the whole organization)

• operational plans: what needs to be done in specific areas for strategic plans (eg. marketing, production, hr plans)

policies and procedures:

standing plans: policies and procedures (created for repeated use)

policy: broad guidelines for making decisions (sometimes taking action)

rules/procedures: plans for actions taken in specific situations (eg. employee handbook)

budgets and project schedules:

single-use plans: used once to meet objectives in a situation

budgets: used once and requires resources to activities, projects and programs

projects: one-time activities with beginning and end points.

planning tools and techniques:

forecasting: predicting the future

contingency planning: alternative courses to take when things go wrong (what-if, short-term and reactive)

scenario planning: alternative future scenario plans

benchmarking: comparisions to gain insights for planning

• best practices: methods that lead to superior performance

participatory planning: people affected by plans and implements them

controlling: taking action to ensure results

• after-action review: reflection on lessons learned after plan is complete

steps in control process:

1. establish performance objectives and standards

   • output standard: measures performance results (eg. quality and quantity)

   • input standard: measures efforts in a performance task

2. measure actual performance

3. compare objectives and standards with performance

4. take necessary action

   • management by exception: attention on differences between actual vs desired performance

types of control:

1. work inputs (feedforward controls): everything is in place before starting

   • eg. solve problems before they can occur

2. work throughputs (concurrent controls): focused on whats happening during the work process

   • eg. solve problems while they occur

3. work outputs (feedback controls): after an action is completed

   • eg. solve problems after the occur

internal control vs external control

internal control: self-discipline and self-control

external control: direct supervision and admin systems

management by objectives

is a process of joint objective setting between a superior and a subordinate.