Exam 1
Study Guide Exam 1
Chapter 1 / Core leadership ideas
Leadership involves: an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes.
Key parts of leadership:
influence
intended change
shared purpose
personal responsibility
followers matter too
A key component of leadership is followers. The notes are clear that you cannot really have leadership without followers. Effective followers think independently, show initiative, commit beyond self-interest, and speak up.
Daft Chapter 1 notes
Managers and leaders are different because:
managers focus more on plans, schedules, structure, efficiency, stability, and short-term results
leaders focus more on vision, strategy, trust, culture, motivation, change, and long-term direction
management leans on formal authority
leadership leans on personal influence and trust
Daft Chapter 1 notes
Daft Chapter 1 notes
The operational role is: more of a management role, meaning planning, organizing, staffing, directing, controlling resources, and supporting task completion efficiently. Your notes also frame the manager as the information processor.
Daft Chapter 1 notes
Daft Chapter 9 notes
Collaborative leaders: work across boundaries, use teamwork and shared knowledge, rely more on influence than authority, and connect people/resources inside and outside the organization.
Daft Chapter 1 notes
Chapter 2 / Traits, behaviors, individualized leadership
Individualized leadership is based on: the idea that leaders form a different relationship with each follower. Leadership is viewed as a series of dyads (two-person relationships), not one identical style for everybody.
Daft Chpater 2 notes
Important individualized leadership ideas:
In-group: more trust, support, autonomy, better assignments
Out-group: more routine work, less support, more directive control
best practice is partnership building with all followers, while still tailoring the approach to each person
Daft Chpater 2 notes
Daft Chpater 2 notes
High-high leaders: strong on both task and people behaviors. That is the modern consensus.
Daft Chpater 2 notes
Chapter 3 / Contingency approaches
Contingency approaches can best be described as: “it depends.” Leadership effectiveness depends on the fit between:
leader style/behavior
follower needs, ability, and motivation
the situation/environment
There is no one best style for every situation.Daft chp 3 notes
To use Fiedler’s Contingency Theory, a leader needs to know:
their leadership style using the LPC scale
the situation’s favorability, based on:
leader-member relations
task structure
position power
Daft chp 3 notes
Fiedler quiz trap:
task-oriented leaders do best in very favorable or very unfavorable situations
relationship-oriented leaders do best in moderately favorable situations
Daft chp 3 notes
Hersey and Blanchard’s Situational Theory focuses on: follower readiness.
readiness = ability/skills + experience + confidence + willingness
R1 → S1 Telling
R2 → S2 Selling
R3 → S3 Participating
R4 → S4 Delegating
Daft chp 3 notes
Daft chp 3 notes
Chapter 4 / Individual differences
The Big Five personality dimensions include:
extroversion
agreeableness
conscientiousness
emotional stability
openness to experience
Daft Chp 4 notes
Openness to experience: being creative, imaginative, and open to new ideas. It supports change, innovation, and big-picture thinking.
Daft Chp 4 notes
A person with an internal locus of control:
believes outcomes depend more on their own actions
is more self-motivated
takes responsibility
seeks leadership opportunities
handles complex problems better
Daft Chp 4 notes
A key component of leadership is self-awareness too. The notes call self-awareness one of the most important leadership capabilities because it helps leaders understand their own personality, emotions, values, and how they affect others.
Daft Chp 4 notes
Chapter 5 / Mind and emotions
Mental models: internal pictures or theories of how something works, how parts connect, and what outcomes to expect. They shape how leaders interpret situations, make decisions, and treat people.
Daft Chapter 5 notes
Leaders need to question and update mental models because old assumptions can hurt decisions and make organizations less competitive.
Daft Chapter 5 notes
Chapter 6 / Ethics, moral leadership, servant leadership
The ethical pressures that challenge leaders include:
pressure to cut costs
pressure to increase profits
pressure to please shareholders
pressure to appear successful
self-interest
small compromises that slowly become bigger ethical failures
Daft Chapter 6 notes
Moral leadership: using power for good, acting with honesty, fairness, and concern for others rather than using people for personal gain.
Daft Chapter 6 notes
Servant leadership: leader serves others first, focuses on employee growth and well-being, builds trust, listens, shares power, and helps people become their best.
Daft Chapter 6 notes
Followership
Studying followership is important for: understanding that leadership is not one-sided. Leadership depends on followers too, and effective followers help drive change, performance, and accountability.
Daft Chapter 1 notes
Dependent, uncritical thinkers: this exact phrase did not appear in your uploaded notes. Based on the notes, the closest opposite of good followership would be followers who do not think independently and act like “yes people.”
Daft Chapter 1 notes
Effective followers:
think independently
show energy and initiative
commit beyond self-interest
have courage to speak up
Daft Chapter 1 notes
Chapter 8 / Motivation
The importance of motivation is: it directly affects performance, profits, retention, and engagement. When employees are unmotivated, the problem is often leadership, environment, clarity, or appreciation.
Daft Chp 8 notes
Intrinsic rewards: internal rewards like accomplishment, pride, growth, competence, self-determination, and meaning. These are usually stronger for long-term motivation.
Daft Chp 8 notes
Daft Chp 8 notes
Insurance benefits or vacation time would be examples of: extrinsic rewards because they come from the organization, not from inside the person.
Daft Chp 8 notes
Chapter 9 / Communication
A manager’s role is that of “information processor,” whereas a leader’s role is: a communication champion / meaning-maker who communicates vision, purpose, values, strategy, and meaning.
Daft Chapter 9 notes
Daft Chapter 9 notes
An open communication climate is essential because:
information flows up, down, across departments, and across levels
leaders hear what employees know and think
it builds trust
reduces conflict
strengthens commitment
improves competitiveness
supports change
Daft Chapter 9 notes
Being a good listener expands a leader’s role in the eyes of others because:
people feel heard and valued
listening builds trust, liking, and commitment
it helps leaders understand facts, feelings, and true meaning
it makes leadership communication more two-way and credible
Daft Chapter 9 notes
Daft Chapter 9 notes
Chapter 10 / Teams
Self-directed teams: teams that run with minimal supervision and may rotate jobs, set schedules, help pick members, evaluate performance, and solve problems together. Leaders still set direction, but the team has real control.
Daft Chapter 10 notes
Teams have individual “stars.” Your notes do not use that exact phrase, but they do warn that prima donna / narcissistic behavior can hurt coordination and team performance. So on a test, be careful: being a star is not automatically good if ego overrides team goals.
Daft Chapter 10 notes
Leaders of global teams have to:
use more trust and less control
focus on results instead of micromanaging
build trust intentionally
create clear goals, deadlines, and expectations
make norms explicit
account for time zones and cultural differences
make sure every voice is heard
Daft Chapter 10 notes
Socio-emotional role: the relationship-support role on a team. It includes encouraging, harmonizing conflict, reducing tension, supporting decisions, and compromising to maintain unity.
Daft Chapter 10 notes
Flashcard Study Set
Core leadership
Q: Leadership involves what?
A: An influence relationship among leaders and followers who intend real changes and outcomes that reflect shared purposes.Daft Chapter 1 notes
Q: Why are managers and leaders different?
A: Managers focus on efficiency, structure, control, and short-term results; leaders focus on vision, trust, change, motivation, and long-term direction.Daft Chapter 1 notes
Q: What is the operational role?
A: The management side of work—planning, organizing, staffing, directing, controlling, and processing information to get tasks done efficiently.Daft Chapter 1 notes
Daft Chapter 9 notes
Q: What are collaborative leaders like?
A: They work across boundaries, connect people and resources, and rely more on influence than authority.Daft Chapter 1 notes
Chapter 2–4 concepts
Q: Individualized leadership is based on what?
A: Unique leader-follower relationships, or dyads.Daft Chpater 2 notes
Q: What is contingency leadership in one sentence?
A: It depends—no one leadership style works best in every situation.Daft chp 3 notes
Q: What does Fiedler say a leader must know?
A: Their LPC-based style and the situation’s favorability.Daft chp 3 notes
Q: What three things determine situational favorability in Fiedler’s model?
A: Leader-member relations, task structure, and position power.Daft chp 3 notes
Q: Hersey and Blanchard focus on what?
A: Follower readiness.Daft chp 3 notes
Q: What is readiness in Situational Theory?
A: Ability, experience, confidence, and willingness.Daft chp 3 notes
Q: What are the Big Five traits?
A: Extroversion, agreeableness, conscientiousness, emotional stability, openness to experience.Daft Chp 4 notes
Q: What is openness to experience?
A: Being creative, imaginative, and open to new ideas.Daft Chp 4 notes
Q: What does an internal locus of control mean?
A: You believe outcomes mostly depend on your own actions.Daft Chp 4 notes
Q: What leadership capability is called one of the most important?
A: Self-awareness.Daft Chp 4 notes
Q: What are mental models?
A: Internal pictures or theories about how things work and connect.Daft Chapter 5 notes
Ethics and followership
Q: What ethical pressures challenge leaders?
A: Pressure for profits, cost cuts, shareholder demands, image pressure, self-interest, and small compromises.Daft Chapter 6 notes
Q: What is moral leadership?
A: Using power for good through honesty, fairness, and uplifting others.Daft Chapter 6 notes
Q: What is servant leadership?
A: Serving others first and helping them grow, while building trust and sharing power.Daft Chapter 6 notes
Q: Why is followership important?
A: Because leadership depends on followers too; good followers strengthen change, accountability, and performance.Daft Chapter 1 notes
Q: What are effective followers like?
A: Independent, energetic, committed beyond self-interest, and willing to speak up.Daft Chapter 1 notes
Q: What likely describes dependent, uncritical thinkers?
A: The opposite of effective followers—basically “yes people” who do not think independently.Daft Chapter 1 notes
Motivation and communication
Q: Why is motivation important?
A: It affects performance, profits, retention, and engagement.Daft Chp 8 notes
Q: What are intrinsic rewards?
A: Internal rewards like pride, meaning, growth, and accomplishment.Daft Chp 8 notes
Q: Insurance and vacation time are what kind of rewards?
A: Extrinsic rewards.Daft Chp 8 notes
Q: What is the manager’s communication role?
A: Information processor.Daft Chapter 9 notes
Q: What is the leader’s communication role?
A: Communication champion / meaning-maker.Daft Chapter 9 notes
Daft Chapter 9 notes
Q: Why is an open communication climate important?
A: It builds trust, improves commitment, reduces conflict, and helps change.Daft Chapter 9 notes
Q: Why does listening matter so much for leaders?
A: It makes people feel heard and valued and builds trust and commitment.Daft Chapter 9 notes
Daft Chapter 9 notes
Teams
Q: What are self-directed teams?
A: Teams with real control over much of their work and minimal supervision.Daft Chapter 10 notes
Q: What warning do the notes give about team “stars”?
A: Prima donna or narcissistic behavior hurts coordination and performance.Daft Chapter 10 notes
Q: What must leaders of global teams do?
A: Build trust, set clear norms and expectations, respect differences, and make sure all voices are heard.Daft Chapter 10 notes
Q: What is the socio-emotional role on a team?
A: Encouraging, harmonizing conflict, reducing tension, supporting decisions, and compromising for unity.Daft Chapter 10 notes
What I would memorize first tonight
If you’re cramming, lock in these first:
Leadership definition
Management vs leadership
Individualized leadership / LMX
Contingency = it depends
Fiedler’s 3 situational factors
Hersey-Blanchard readiness + S1–S4
Big Five
Internal locus of control
Mental models
Moral leadership vs servant leadership
Effective followers
Intrinsic vs extrinsic rewards
Manager = information processor / leader = communication champion
Open communication climate
Self-directed teams
Socio-emotional role
If you want, I can turn this into an even tighter one-page cram sheet or a Quizlet-style rapid-fire set next.