MGMT 3720 Exam #1 John Watt

certain individuals have special innate characteristics or qualities that differentiate them from non leaders

Trait Leadership

observed in leadership behaviors, can be learned, resides in interactions

Process Leadership

What is leadership?

a process whereby an individual influences a group of individuals to achieve a common goal

leadership based on occupying a position within an organization

Assigned leadership

an individual perceived by others as the most influential member of a group regardless or the individual’s title

emergent leadership

referent, expert, legitimate, reward, coercive, information

French & Raven’s 6 bases of power

Positional power associated with having status/formal job authority

legitimate power

positional power associated with have the ability to give rewards to others

reward power

positional power associated with having the ability to penalize/punish others

coercive power

positional power related to having the knowledge that others want or need

information power

personal power based on followers’ identification and liking for leader

referent power

personal power based on follower’s perceptions of leader’s competence

expert power

difference between leadership and management

leadership produces change and movement while management produces order and consistency

Planning, budgeting, organizing, staffing

management

establishing direction, aligning people, motivating/inspiring followers

leadership

Intelligence, self-confidence, determination, integrity, sociability

Northouse’s major leadership traits

extraversion, agreeableness, conscientiousness, emotional stability, openness to experience

Big 5 Model personality traits

people who are more sensitive to their emotions and their impact on others will be more effective leaders

Goleman’s emotional intelligence

understanding yourself, your goals, intentions, responses, behavior

personal competence

understanding others, and their feeling

social competence

ability to recognize and understand your moods, emotions, and drives, as well as, their effect on others

self awareness

ability to control or redirect discuptive impluses and moods, think before acting

self regulation

passion to work for reasons beyond money/status, pursue goals with energy and persistence

motivation

understand the emotional makeup of other people, skill in treating people according to their emotional reactions

empathy

good at managing relationships and building networks, ability to find common ground

social skill

concerned with what is right or wrong in human behavior and conduct

ethics

people’s fundamental beliefs about what is right/wrong

moral values

specific standard of behavior that guide our decisions

ethical principle

because leadership has a moral dimension, being a leader demands awareness on our part of the way our ethics define our leadership

why are ethics central to leadership?

preconventional, conventional, postconventional

Kohlberg’s stages of cognitive moral development

reasoning based on self interest, avoiding punishment and rewards, 2 stages

preconventional morality

reasoning based on society’s views and expectations, 2 stages

conventional morality

reasoning based on conscience and creating a just society

postconventional morality

utilitarianism, ethical egoism, altruism

teleological theories

creating the greatest good for the greatest number

utilitarianism

create the greatest good for the leader

ethical egoism

show concern for best interests of others

altruism

theories based on duty, whether the action itself is good, conduct

deontological theories

being and becoming a good, worthy human being, character

virtue based ethics

running a business in a way that meets or exceeds the ethical, legal, and public expectations that society has of business

corporate social responsibility

triple bottom line

people, planet, profit

the ability to use one’s knowledge and competencies to accomplish a set of goals and objectives

leadership skills

technical skill, human skill, conceptual skill

Katz’s 3 skill approach

having knowledge about and being proficient in a specific type of work/activity, most important at lower levels of management

technical skill

having knowledge about and being able to work with people, important at all levels of management

human skill

ability to do the mental work of shaping meaning of organizational policy or issues, most important at top management levels

conceptual skill