Org/Admin of HES Exam 1

Leadership Definition (Bennis)

Capacity to create a compelling vision, translate it into action, and sustain it.

Leadership Definition (Bass)

Leader transforms followers, sets vision, and defines path to attain goals.

Leadership Definition (Yukl)

Process of influencing others to understand what needs to be done and facilitating shared objectives.

Kouzes & Posner’s Five Exemplary Practices

MICEE (Model, Inspire, Challenge, Enable, Encourage).

Bennis’ Six Personal Qualities

IDMHOC (Integrity, Dedication, Magnanimity, Humility, Openness, Creativity).

Leadership Philosophies

Idealism, Realism, Pragmatism, Existentialism, Eclecticism.

Idealism Philosophy

Focus on ideas, values, and what “should be.”

Realism Philosophy

Focus on facts and the world as it actually is.

Pragmatism Philosophy

Focus on practical solutions and what works.

Existentialism Philosophy

Focus on individual choice, freedom, and personal responsibility.

Eclecticism Philosophy

Combination of multiple philosophies depending on situation.

Authoritarian Leadership Style

Leader makes decisions alone; strict control.

Democratic Leadership Style

Leader involves team members in decision-making.

Laissez-Faire Leadership Style

Leader provides minimal guidance and allows autonomy.

Servant Leadership Style

Leader prioritizes needs of followers and serves first.

Eclectic Leadership Style

Leader adapts style depending on context.

Trait Theory of Leadership

Leaders inherently possess key traits like intelligence and integrity.

Behavioral Theory of Leadership

Leadership is based on learned behaviors (task vs relationship).

Task Behaviors

Focus on structure, goals, and performance.

Relation Behaviors

Focus on support, trust, and teamwork.

Contingency/Situational Theories

Leadership effectiveness depends on situation and environment.

Fiedler’s Contingency Theory

Leadership success depends on leader style and situational favorableness.

Path-Goal Theory (Evans & House)

Leader clears obstacles and motivates followers toward goals.

Hersey & Blanchard Situational Theory

Leader adapts style based on follower readiness.

Vroom-Yetton Contingency Model

Leadership decisions vary based on participation needed.

Transactional Leadership

Leadership based on rewards and exchanges.

Transformational Leadership

Leader inspires major change, motivation, and higher purpose.

Charismatic Leadership

Leader influences through personality, inspiration, and emotional appeal.

Visionary Leadership

Leader focuses on future direction and long-term mission.

Power

Ability to influence others.

Authority

Formal right to make decisions.

Influence

Process of affecting others’ attitudes or behaviors.

French & Raven’s Five Bases of Power

Legitimate, Reward, Expert, Referent, Coercive.

Legitimate Power

Power from position or role.

Reward Power

Power from ability to give rewards.

Expert Power

Power from knowledge and skills.

Referent Power

Power from respect or admiration.

Coercive Power

Power from ability to punish.

Maslow’s Hierarchy of Needs

Motivation progresses from basic needs to self-actualization.

Alderfer’s ERG Theory

Needs grouped into Existence, Relatedness, Growth.

Herzberg’s Motivation-Hygiene Theory

Motivation comes from satisfiers, not just eliminating dissatisfaction.

McGregor’s Theory X

Assumes workers dislike work and need control.

McGregor’s Theory Y

Assumes workers are motivated and seek responsibility.

Hawthorne Effect

People improve performance when they know they are being observed.

Strategic Planning

Process to achieve mission through goals, objectives, and resource allocation.

Strategic Planning vs Operational Planning

Strategic is long-term; operational is short-term execution.

Ethical Leadership

Culture of organization begins with moral character of leader.

Conflict Resolution

Effective leaders manage disagreements over values, perceptions, and motivations.

Diversity in Leadership

Inclusion and breaking barriers like the glass ceiling; expanding leadership culture.

What is Management?

The process of setting objectives, organizing, motivating, communicating, measuring performance, and developing people.

Peter Drucker’s Management by Objectives (MBO)

Objectives must be realistic, achievable, measurable, and motivating or else they are useless.

Drucker’s 5 Basic Principles of Management

Setting objectives; Organizing; Motivating & communicating; Establishing measurements; Developing people.

McClelland’s Need Achievement Theory

Managers are motivated by achievement, power, and affiliation needs.

Need for Achievement (High)

Must win at any cost, wants credit, always needs to be on top.

Need for Achievement (Low)

Fears failure and avoids responsibility.

Need for Power (High)

Demands blind loyalty, does not tolerate disagreement.

Need for Power (Low)

Remains aloof and maintains social distance.

Need for Affiliation (High)

Desires control over everyone and exaggerates own resources.

Need for Affiliation (Low)

Dependent/subordinate and minimizes own position.

Miner’s Managerial Role Motivation Theory

Identifies traits required for management positions in large organizations.

Henry Mintzberg’s Managerial Theory

Management includes ten roles grouped into three categories.

Tannenbaum & Schmidt Leadership Continuum

Leadership varies based on freedom given to team vs authority exerted by manager.

Katz’s 3 Categories of Management Skills

Technical; Interpersonal; Conceptual.

Technical Skills

Managerial knowledge and ability to perform specific tasks.

Interpersonal Skills

Social skills needed to work effectively with others.

Conceptual Skills

Analytic ability and understanding complex situations.

Emotional Intelligence (Goleman)

Ability to recognize and understand one’s own emotions and those of others.

Social Intelligence (Thorndike)

Awareness of social dynamics and situations.

Systems Thinking (Tate)

Understanding organizations by examining linkages and interactions between components.

Ability to Learn (Spreitzer et al.)

Learning from past experiences and adapting to change.

Planning

Function that helps meet goals when performed successfully in advance.

Organizing

Structuring workforce efficiently and aligning activities with organizational goals.

Leading

Influencing and motivating employees to implement plans.

Controlling & Evaluating

Determining whether activities are progressing satisfactorily.

Delegation

Assigning duties and granting authority to others for decision-making.

Effective Communication Includes

Active listening; body language; asking questions; clarity; empathy; feedback; trust.

Time Management

Helps balance work/personal life through priorities, planning, and organization.

Resistance to Change Causes

Lack of trust; fear of failure; loss of power/status; threats to values; resentment.

Kurt Lewin’s Freezing Change Theory

Three phases: Unfreezing, Changing, Refreezing.

Unfreezing Phase

Creating motivation for change.

Changing Phase

Modifying behaviors.

Refreezing Phase

Integrating new behavior into workplace culture.

John Kotter’s 8-Step Process

Model for implementing positive organizational change.

Plan-Do-Study-Act (PDSA)

Model for continuous improvement through monitoring and best practices.

Day-to-Day Operations in Management

Supervising staff; meetings; paperwork; record keeping; filing systems.

Teachers as Leaders

Successful leaders identify talent, mentor it, and nurture individuals.

Physical Activity Leader (PAL) Training

Develops teacher communication, content knowledge, and leadership advocacy skills.

Comprehensive School Physical Activity Program (CSPAP)

Multi-component approach ensuring students get 60+ minutes of activity daily.

Communication

Process of transferring information and meaning

Definition of communication

To make known, transfer, connect, and convey information

Effective communication

Information is received and understood

Benefits of effective communication

Rapport building, feedback, task accomplishment

Communication models

Frameworks describing how messages are exchanged

Linear communication model

One-way message transmission

Sender

Originator of the message

Message

Information being communicated

Channel

Medium used to send the message

Receiver

Intended audience

Noise

Any interference with communication

Transactional communication model

Simultaneous sending and receiving of messages