Business Leadership Unit 2 Test Review

Big 5 personality dimensions

• Extraversion: the degree to which someone is outgoing, sociable and assertive.

• Agreeableness: the degree to which someone is good-natured, cooperative and trusting.

• Conscientious: the degree to which someone is responsible, dependable and careful

• Emotional Stability: the degree to which someone is relaxed, secure and unworried.

• Openness To Experience: the degree to which someone is curious open to new ideas, and imaginative

Emotions

a strong feeling directed toward someone or something

Moods

generalized positive and negative feelings or states of mind that may persist for some time.

Stress

a state of tension experienced by individuals facing extraordinary demands, constraints or opportunities.

Leadership: nature, power, and types of leadership

Leadership: The process of inspiring others to work hard to accomplish important tasks

POWER: The ability to get someone else to do something you want done or make things happen in the way you want

Perception

The process through which people receive, organize and interpret information from the environment.

Impression management

Is the systematic attempt to influence how others perceive us.

Stereotype

Occurs when someone is identified with a group or category, and then oversimplified attributes associated with the group or category are used to describe the individual.

5 stages of group development

• forming

• storming

• norming

• performing

• adjourning

forming

• The first entry of individual group members into a team.

People are concerned with:

• Getting acquainted

• Establishing interpersonal relationships

• Discovering what is considered acceptable

• Learning how others perceive the team’s task

storming

• A period of high emotionality.

• Tension often emerges between members over tasks and interpersonal concerns.

• Subteams form around areas of agreement and disagreement.

• Attention begins to shift toward obstacles that may stand in the way of task accomplishment

norming

• Members of the team begin to become coordinated as a working unit and tend to operate with shared rules of conduct.

• Members develop initial feelings of closeness, a division of labor, and a sense of shared expectation

performing

• Teams are more mature, organized ,and well-functioning.

• Team members are able to deal in creative ways with both complex tasks and any interpersonal conflicts

Adjourning

• Team members prepare to disband.

• Ideally, the team disbands with a feeling of accomplishment

Stereotypes in the workplace

• Racial and ethnic stereotypes

• Ability stereotypes

• Age stereotype

Communication process

An interpersonal process of sending and receiving symbols with messages attached to them

Noise

• Semantic problems (how the words are interpreted)

• Absence of feedback (not having the opportunity to correct misimpressions)

• Improper Channels

• Physical Distractions

• Cultural Difference

Effective communication

Intended meaning of sender = interpreted meaning of receiver

Efficient communication

Occurs at a minimum resource cost in terms of resources required

Barriers

Written channels work for messages that:

• Are simple and easy to convey

• Convey formal policy

Spoken channels work best for messages that:

• Are complex or difficult to convey

• Attempt to create a supportive/inspirational climate

4 dimension of the Myers-Briggs type

• Extraverted vs Introverted: whether a person tends toward being outgoing and sociable, or shy and quiet.

• Sensing vs Intuitive: whether a person tends to focus on details or on the big picture in dealing with problems

• Thinking vs Feeling: whether a person tends to rely on logic or emotions in dealing with problems. 

• Judging vs Perceiving: whether a person prefers order and control or acts with flexibility and spontaneity 

Transactional leadership

Someone who directs the efforts of others through tasks, rewards, and structures

Transformational leadership

Someone who is truly inspirational as a leader and who arouses others to seek extraordinary performance accomplishment

Job satisfaction factors

• Work itself

• Supervision

• Co-workers

• Advancement opportunities

• Pay

• Work conditions

• Security

Characteristics of a Type A Personality 

• Always moving, walking, and eating rapidly

• Acting impatient 

• Doing several things at once

• Feel guilty when relaxing 

• Trying to schedule more in less time

• Interrupting the speech of others

Type A personality

 A person oriented toward extreme achievement, impatience and perfectionism.

Authoritarianism

is the degree to which a person tends to defer to authority.

Machiavellianism

describes the extent to which someone is emotionally detached and manipulative. 

Self-monitoring

Is the degree to which someone is able to adjust behavior in response to external factors.

Vroom-Jago leader-participation theory

Helps leaders choose the method of decision-making that best fits the nature of the problem

Basic decision-making choices:

• Authority decision: made by the leader

• Consultative decision: made by the leader after gathering info from others

• Group decision: made by the group with the leader as a member

House’s Path goal

Effective leadership deals with the paths through which followers can achieve goals: 

• Directive Leadership: giving directions, clarifying roles

• Supportive Leadership: make work pleasant, be friendly 

• Achievement-Oriented Leadership: set challenging goals, expect high performance

• Participative Leadership: involve subordinates in decision-making, ask for suggestions

Fiedler’s contingency model

• Determined that good leadership depends on a good match between leadership style and situational demands. 

• Believes leadership is a part of your personality 

• Determining leadership style:

Task-motivated leaders

• High task structure: high control situations

• Low task structure: low control situations

Hersey-Blanchard

Leaders adjust their styles depending on the readiness of their followers to perform in a given situation.

Blake & Mouton

• Team Management: High task concern; high people concern. 

• Authority Obedience Management: High task concern; low people concern.

• Country Club Management: low task concern; High people concern

• Impoverished Management: Low task concern; low people concern.

• Middle of the Road Management: Non-committal for both task concern and people concern

Autocratic style

• Emphasizes work over people,

• Keeps authority and information within the leader’s tight control

Human relations style

Emphasizes people over work.Classical Leadership Styles (Cont.)

Laissez-faire style

• Shows little concern for the task at hand

• Let the group make a decision

Democratic style

• Committed to task and people

• Encouraging participation in decision-making

Charismatic leader

Develop special leader-follower relationships and inspire others in extraordinary ways

Moral Leadership

• Ethical leadership adheres to moral standards meeting the test of “good” rather than “bad” and “right” rather than “wrong”

• All leaders are expected to maintain high ethical standards

Traits of leaders

• Drive

• Self-confidence

• Creativity

• Cognitive ability

• Business knowledge

• Motivation

• Flexibility

• Honesty and integrity

Attitude

A predisposition to act in a certain way toward people and things in one’s environment

Components of Attitudes

• Cognitive component

• Affective or emotional component

• Behavioral component

Individual Behaviour

• Refers to the unique ways in which a person acts, influenced by their personality traits, attitudes, values, and psychological characteristics. 

• It encompasses how individuals respond to various situations, make decisions, and interact with others, shaped by factors like the Big Five personality dimensions, locus of control, Myers-Briggs type, and personal tendencies such as authoritarianism, Machiavellianism, self-monitoring, and Type A behavior.