MGT Midterm

Chapter 1: Leadership Fundamentals

1. Leadership Equation → Leaders → Followers → Situation

2. Types of Leaders → Teachers, Heroes, Rulers

3. Great Man Theory → Leadership is attributed to the individual.

4. Two Elements in Leadership Equation → Qualities of the individual, Environmental factors

5. Where Leaders Learn to Lead → Experience, Examples/Models, Books and School

6. Qualities People Want in a Leader → Integrity, Job Knowledge, People-Building Skills

7. Seven Satisfactions of Leadership → Power/prestige, Helping others, High income, Respect, Advancement, Knowledge, Resource control

8. Seven Frustrations of Leadership → Uncompensated work, Too many problems, Insufficient authority, Loneliness, People issues, Politics, Conflicting goals

9. Caring Leadership Formula → Commitment to task + Concern for people

10. Leadership Functions → Planning, Organizing, Directing/Influencing

11. Management vs. Leadership → Management provides order/consistency, Leadership provides change/movement

12. Causes of Leadership Breakdown → Ethics, Empowerment, Principles, Understanding people, Effectiveness, Developing others, Performance management

13. Definition of Leadership → Social influence that initiates and guides change

14. James MacGregor Burns' View on Leadership → One of the most observed and least understood phenomena

15. Henri Fayol's Management Functions → Planning, Organizing, Directing, Controlling

Chapter 2: Leadership Theories and Models

16. Trait Theory → Leadership based on intelligence, values, and energy

17. Edwin Ghiselli's Six Leadership Traits → Achievement, Intelligence, Decisiveness, Confidence, Initiative, Supervisory ability

18. Paul von Hindenburg's Leader Evaluation → Intelligence (bright vs. dull), Vitality (energetic vs. lazy)

19. Kurt Lewin’s Leadership Styles → Autocratic, Democratic, Laissez-faire

20. Ralph Stogdill's Leadership Dimensions → Initiating structure, Showing consideration

21. Rensis Likert’s Leadership Behavior → Job-centered vs. Employee-centered

22. Managerial Grid Styles → Paternalistic (9,1 + 1,9), Opportunistic (adapts style for gain)

23. Transformational vs. Transactional Leadership → Transformational: Inspires change, Transactional: Focuses on exchanges

Chapter 3: Leadership Qualities and Styles

24. Essential Leadership Traits → Vision, Ability, Enthusiasm, Stability, Concern for Others, Confidence, Persistence, Vitality, Charisma, Integrity

25. Negative Leadership Behaviors → Incompetence, Rigidity, Intemperance, Callousness, Corruption, Cruelty

26. Principles of Trust → Openness, Consideration, Keeping promises, Responsibility, Listening, Caring

27. Situational Leadership Factors → Organization size, Climate, Employment patterns, Work type and purpose

28. Directive Leadership Style → Leader decides everything, no follower input

29. Participative Leadership Style → Leader sets principles but allows discussion

30. Free-Rein Leadership Style → Leader presents problems, followers decide

Chapter 4: Vision and the Motive to Lead

31. Vision in Leadership → Future-focused goal, Purpose, Ability to inspire

32. The Visioning Process → Recognize change, Develop vision, Align team, Empower team, Execute vision

33. David McClelland’s Three Leadership Motives → Power, Achievement, Affiliation

Chapter 5: Organizational Climate and Culture

34. Organizational Climate vs. Culture → Climate: Work environment, Culture: Shared values and beliefs

35. Rensis Likert’s Leadership Patterns → Exploitive, Impoverished, Supportive, Enlightened

36. Factors for Positive Climate → Trust, Communication, Leadership behavior, Employee engagement

37. Tall vs. Flat Organizations → Flat: Fewer levels, fast decisions. Tall: More structure, slow decisions

38. Merging Organizational Cultures → Assess, Set shared goals, Encourage collaboration

Chapter 6: Leadership Ethics

39. Ethical Leadership → Integrity, Honesty, Moral responsibility

40. Three Ethical Decision-Making Models → Ends-based, Rule-based, Care-based

41. Lawrence Kohlberg’s Moral Stages → Preconventional, Conventional, Postconventional

42. Integrity in Leadership → Foundation of trust, Requires honesty, accountability

43. Milgram Experiment → People obey authority, even against morals

Chapter 7: Values, Ethics, and Leadership in Organizations

44. Core Leadership Values → Honesty, Respect, Service, Excellence, Integrity

45. The Courage to Lead → Standing by values, even when difficult

46. Trust in Leadership → Consistency, Transparency, Accountability

Chapter 8: Additional Key Topics

47. Strategic Leadership → Aligning vision with mission and goals

48. The Ethics of Decision-Making → Who is impacted? What values are at stake? Long-term trust?

49. Employee Engagement → Involves employees in decision-making, builds loyalty

50. Servant Leadership → Leaders should focus on serving others

These flashcards cover the major concepts across all eight chapters! Let me know if you want any modifications or additional details. 🚀

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try again anfd makd them more detailed

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Here are 50 detailed flashcards covering Chapters 1-8 of your leadership material:

Chapter 1: Leadership Fundamentals

1. Leadership Equation → Leadership is a function of the interaction between the leader, followers, and situation. Leaders adapt their approach based on the needs of their followers and the demands of the situation.

2. Types of Leaders →

   • Teachers: Share knowledge and guide development.

   • Heroes: Inspire through courage and actions.

   • Rulers: Exert control and establish authority.

3. Great Man Theory → Suggests that leaders are born, not made. Leadership is attributed to individual traits and innate abilities, rather than learned behaviors.

4. Two Key Factors in Leadership →

   • Leader’s qualities: Intelligence, charisma, decisiveness.

   • Environmental factors: Situational demands, team needs, external pressures.

5. How Leaders Learn to Lead →

   • Experience: Trial and error in leadership roles.

   • Examples/Models: Observing great leaders.

   • Books/School: Studying leadership theories.

6. Qualities People Seek in a Leader → Integrity, job knowledge, and people-building skills are most valued.

7. Seven Satisfactions of Leadership →

   • Influence over decisions (power & prestige).

   • Ability to help others grow.

   • Financial benefits (high income).

   • Respect and status in society.

   • Opportunity for career advancement.

   • Being in a position of knowledge.

   • Control over resources like money and personnel.

8. Seven Frustrations of Leadership →

   • Uncompensated work (extra hours).

   • Too many problems (constant decision-making).

   • Lack of authority (responsibility without power).

   • Loneliness (difficult to connect as a leader).

   • Interpersonal conflicts (handling disputes).

   • Office politics (managing power struggles).

   • Conflicting goals (balancing priorities).

9. Caring Leadership Formula → Commitment to task + Concern for people = Effective Leadership.

10. Leadership Functions →

• Planning: Establishing vision and direction.

• Organizing: Aligning people and resources.

• Directing: Motivating people to achieve goals.

11. Management vs. Leadership →

• Management: Ensures order and consistency by delegating authority and accountability.

• Leadership: Focuses on influencing people to create change and movement.

Chapter 2: Leadership Theories and Models

12. Trait Theory of Leadership → Leadership is based on personality traits like intelligence, values, and energy.

13. Edwin Ghiselli’s Six Leadership Traits →

• Need for achievement (driven to succeed).

• Intelligence (good judgment & reasoning).

• Decisiveness (makes decisions confidently).

• Self-confidence (positive self-image).

• Initiative (self-motivated).

• Supervisory ability (ability to lead teams).

14. Paul von Hindenburg’s Leader Model → Evaluated leaders on intelligence (bright vs. dull) and vitality (energetic vs. lazy).

15. Kurt Lewin’s Leadership Styles (1939) →

• Autocratic: Leader makes all decisions.

• Democratic: Leader allows input from followers.

• Laissez-faire: Leader provides minimal direction.

16. Ralph Stogdill’s Leadership Dimensions →

• Initiating Structure: Defining roles and responsibilities.

• Consideration: Developing trust and respect.

17. Rensis Likert’s Leadership Behaviors →

• Job-centered: Focuses on productivity and efficiency.

• Employee-centered: Focuses on team well-being.

18. The Managerial Grid (Blake & Mouton, 1964) →

• Paternalistic: Rewards followers for loyalty.

• Opportunistic: Uses any style for personal gain.

19. Transformational vs. Transactional Leadership →

• Transformational: Inspires and motivates change.

• Transactional: Focuses on rewards and punishments.

Chapter 3: Leadership Qualities and Styles

20. Top 10 Leadership Traits → Vision, Ability, Enthusiasm, Stability, Concern for Others, Confidence, Persistence, Vitality, Charisma, Integrity.

21. Negative Leadership Behaviors → Incompetence, Rigidity, Intemperance, Callousness, Corruption, Cruelty.

22. Three Leadership Styles →

• Directive: Leader makes all decisions.

• Participative: Leader seeks input.

• Free-Rein: Followers make decisions.

Chapter 4: Vision and Motive to Lead

23. Vision in Leadership → Leaders must have a clear future goal, purpose, and ability to inspire.

24. David McClelland’s Three Leadership Motives →

• Power: Desire to influence others.

• Achievement: Drive to build something meaningful.

• Affiliation: Need to support others.

Chapter 5: Organizational Climate and Culture

25. Difference Between Organizational Climate and Culture →

• Climate: The work environment.

• Culture: Shared values and behaviors.

26. Tall vs. Flat Organizations →

• Flat: Fewer management levels, faster decisions.

• Tall: Multiple layers, structured roles.

Chapter 6: Leadership Ethics

27. Three Ethical Decision-Making Models →

• Ends-based: Greatest good for most people.

• Rule-based: Following ethical principles.

• Care-based: Treating others how you'd like to be treated.

28. Lawrence Kohlberg’s Moral Stages →

• Preconventional: Personal gain.

• Conventional: Social approval.

• Postconventional: Own moral code.

29. Milgram Experiment → People obey authority even when it conflicts with morality.

Chapter 7: Values, Ethics, and Leadership in Organizations

30. Core Leadership Values → Honesty, Respect, Service, Excellence, Integrity.

31. The Courage to Lead → Leadership requires standing by values even in adversity.

32. The Role of Trust in Leadership → Built through consistency, transparency, and accountability.

Chapter 8: Advanced Leadership Topics

33. Strategic Leadership → Aligning vision with mission and goals.

34. Servant Leadership (Greenleaf) → Leadership should focus on serving others.

35. The Ethics of Decision-Making → Leaders must consider:

• Who is impacted?

• What values are at stake?

• How will this affect long-term trust?

36. Employee Engagement → Employees who participate in decision-making are more motivated and loyal.