Management Final Exam

leadership

is most commonly defined as a social influence relationship between two
or more persons who depend on each other to attain certain mutual goals in a
group situation

social influence, mutual dependence, shared goals

What are the three critical elements of the definition of leadership

social influence

Leadership is not about authority or position — it is about the
ability to influence others' thinking, attitudes, and behaviors.

formal title

A person can be a leader without holding a _

mutual dependence

Both the leader and the followers rely on each other. The
leader needs followers to execute the vision; the followers need the leader to
provide direction and remove obstacles

shared goals

Effective leadership is oriented toward goals that serve the group,
not just the individual leader.

maintenance needs, task needs

Effective leadership helps individuals and groups achieve their goals by focusing on two
types of needs:

maintenance needs

The relational and social needs of the group — trust,
morale, cohesion, and a positive working environment

task needs

The functional needs related to getting work done — clarity,
direction, resources, and accountability

relational

Leadership is inherently _, it only exists in the dynamic between a leader and followers

interchangeable

Leadership and management are not _

management

A process consisting of planning, organizing, directing, and controlling.

manage

However, effective leadership
also necessitates the ability to _.

set goals and plan, devise and implement strategy, make decisions and solve problems, organize and control

Effective leadership requires all of the following managerial abilities:(4)

inspiration, administration

Leadership without management is just _. Management
without leadership is just _

leaders

_ are people who take charge of or guide the activities of others

followers

_ are those who perceive the situation and come to define the needs that the
leader must fulfill

passive

followers are NOT _ they actively shape the leadership relationship by deciding what they need from a leader and whether to accept or reject that leadership

surrendering their power to the leader

The follower either rejects the leadership OR accepts acts of leadership by

focus of attention

Followers differ considerably in their _ while at work — some are
fully engaged, others are distracted with personal matters. This variability directly
affects the effectiveness of a leader

context

the situation that surrounds the leader and the followers. It includes the
organizational culture, competitive pressures, team composition, available resources,
and external environment.

context

effective leaders read the _ and adapt accordingly

formal leader

The individual recognized by those outside
the group as the official leader. Usually
appointed by the organization.

informal leader

The individual whom members of the
group acknowledge as their leader —
regardless of official title

organizational hierarchy

formal leaders derive authority from the _

personal credibility, expertise, and the trust of group members

informal leaders derive authority from

informal

When the formal and informal leader are different people, the _ leader
often has more actual influence over the group's behavior.

drive, leadership motivation, honesty and integrity, self confidence, cognitive ability, knowledge of business, charisma, creativity, flexibility

List the 9 traits of successful leaders

drive

High energy, ambition, and initiative. Pushes forward and persists
in the face of obstacles

leadership motivation

A genuine desire to lead and influence others — not just to gain
status or rewards

honesty and integrity

Tells the truth even when it is difficult. Follows through on
commitments. Earns trust over time

self-confidence

Believes in their own judgment and abilities. Projects certainty
without arrogance.

cognitive ability

Intelligence, analytical thinking, and the capacity to process
complex information and make sound decisions

knowledge of business

Deep understanding of how the organization operates — its
industry, competitors, customers, and internal functions

charisma

Special magnetic charm and appeal that arouses loyalty and
enthusiasm in others

creativity

Generates novel solutions. Sees problems from new angles.
Innovates under pressure.

flexibility

adapts leadership style to different situations, personalities, and
challenges.

leadership success

Traits alone do not guarantee _

leadership traits

Today, _ are considered a necessary but not sufficient condition for
effective leadership

transformational, transactional, visionary, charismatic

List the four types of leaders

transformational leader

moves and changes (fixes) things in a big way. They
inspire others — especially employees — to action through their personal values, vision,
passion, and belief in and commitment to the mission.

charisma, inspiration, intellectual stimulation, individual consideration, motivation

list the five hallmarks of a transformational leader

inspiration

Communicates a compelling vision that gives followers a sense
of purpose beyond daily tasks

intellectual stimulation

Challenges followers to think creatively and
question assumptions

individual consideration

Pays attention to each follower's personal
development needs and treats them as individuals, not just workers.

motivation

Elevates followers' aspirations and connects their work to a
larger mission

when to use transformational leadership

During periods of major change, crisis, or
when an organization needs a new direction. Transformational leaders are best
suited for situations requiring innovation, culture change, or a dramatic shift in
strategy.

transactional leader

operates on the principle of 'if it ain't broke, don't fix it' — task-
oriented and focused on maintaining the current system

transactional leader

They move the group toward
task accomplishment by initiating structure and offering an incentive in exchange
for desired behaviors.

visionary leader

influences others through an emotional and/or intellectual
attraction to the leader's dreams of what 'can be'. Rather than managing the
present, the visionary leader pulls followers toward a compelling picture of the future

visionary leader

are especially effective when an organization or society is
stuck and needs a new sense of direction and possibility.

charismatic leader

single-handedly effects changes in large organizations. Their
personality is a powerful force, and their relationship with followers is extremely strong

charismatic leader

are highly effective at mobilizing large numbers of people
quickly, especially in times of uncertainty or crisis

ability

the combination of knowledge, skills, and receptiveness to learning that a person brings to
a task or job. It represents the capacity ceiling for what an employee can accomplish

knowledge

What they know: _

knowledge

◦ The information and understanding a person has accumulated — facts, concepts, procedures,
and domain expertise

skill

The capacity to perform particular activities:

skill

◦ Includes knowing what is expected of them, not just the technical mechanics of a task. A skilled
employee understands both the how and the what

receptiveness to learning

How quickly a person acquires new knowledge

ability

However, _ alone does not guarantee performance — it must be combined with motivation, clear role perception, and a supportive environment

role perception

refers to how well the individual understands their organizational role — what tasks
they are responsible for, what priorities matter, and how their work connects to broader goals

direction to employees

A manager's job is to provide

performance environment

encompasses all factors that impact an employee's performance that
are outside their direct control

motivation

defined as a force within or outside of the body that energizes, directs, and sustains
human behavior.

direction, intensity

Motivation has two core dimensions

direction

What a person wants to achieve; what they intend to do:

intensity

How hard people try to achieve their targets:

direction, intensity

Motivation is a matter of effort aligned with _ and _

achievement, affiliation, power

Psychologist David McClelland proposed that humans are driven by three learned needs. What are they?

need for achievement

reflects how much people are motivated to excel at the tasks they are
performing. It has the greatest impact on individual performance.

feel personally responsible for completing tasks, prefer moderate tasks, desire feedback

Characteristics of high-achievement individuals

locus of control (LOC)

High-achievement people tend to have an internal _ — they believe
their outcomes are determined by their own efforts, not luck or external forces. This belief reinforces their drive to work harder and take responsibility.

need for affiliation

reflects a desire to establish and maintain warm and friendly relationships with
other people

high affiliation need

_ employees thrive in collaborative roles; forcing them into isolated work reduces their motivation and output

need for power

the need to control things, especially other people. It is a motivation to influence
and be responsible for other people's behavior and outcomes

beneficial/socialized power; disruptive/personalized power

Power need exists on a spectrum and can manifest in two ways:

beneficial/socialized power

seeking influence in order to achieve organizational goals,
inspire teams, and produce results. These individuals make effective leaders.

disruptive/personalized power

seeking power to dominate other employees and satisfy
personal ego needs. This type is often disruptive to team dynamics and organizational culture.

need for power

_, when channeled appropriately, produces some of the most effective
leaders.

level 1: physiological and survival needs

The most basic of all human needs — the biological requirements for survival.
• Water, food, sex, sleep, activity, stimulation, and oxygen

level 2: safety and security needs

These needs invoke behaviors that assure freedom from danger.
• Satisfaction of these needs prevents fear and anxiety

level 3: social needs (belonging and love)

Reflects human desires to be the target of affection and love from others. Social needs are
especially satisfied by:
• Spouses, children, parents, friends, relatives, and others to whom we feel close

internal focus, external focus

What are the 2 sub-components of the ego and esteem needs

Level 4: ego and esteem

_ needs go beyond social belonging. They address our need to be respected by others and
to have esteem for ourselves.

internal focus

Desires for achievement, strength,
competence, confidence, and independence.
The internal sense of being capable and
effective

external focus

Desire for prestige, recognition, appreciation,
attention, and respect from others. External
validation of one's worth

level 5: self-actualization

The highest and most complex level of need. is difficult to describe and is considered never fully satisfied.
• The desire for self-fulfillment — to become everything that you are capable of
• Varies greatly among individuals — what constitutes full potential differs for every person
• Because it is never truly satisfied, it continues to motivate indefinitely

herzberg’s motivator-hygiene theory

Frederick Herzberg proposed that job satisfaction and job dissatisfaction are not opposites on a
single scale — they are driven by entirely different sets of factors.

motivators (growth factors)

Relate to the jobs we perform and our ability
to feel a sense of achievement. When met,
they lead to satisfaction and positive
motivation. Involve long-term psychological
growth.

hygiene factors (dissatisfiers)

Relate to the work environment and context.
Basic human needs to 'avoid pain.' When
inadequate, cause dissatisfaction. When
adequate, simply prevent dissatisfaction — they
do not motivate.

growth needs

motivate us to perform well and when they are met, lead to the experience of
satisfaction. These involve our long-term need to pursue psychological growth.

hygiene factors

refer to conditions of work and context factors. They are commonly referred to as
dissatisfiers because they are frequently associated with dissatisfied employees.

hygiene factors

must be met to avoid dissatisfaction — but meeting them does not create
motivation or satisfaction.

motivator factors

To truly motivate employees,
managers must focus on the

achievement, recognition, responsibility, advancement

give examples of motivator factors

pay, supervisor quality, working conditions

give examples of hygiene factors

McClelland’s Acquired Needs

Achievement, affiliation, and power
needs vary across individuals and
are acquired through experience

Maslow’s Hierarchy

5 hierarchical needs; lower needs
must be met before higher ones
motivate

Herzberg Two-Factor

Motivators create satisfaction;
Hygiene factors only prevent
dissatisfaction

communication

described as the most important part of being an effective manager