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Exam 1 Study Guide

by: Elijah Duduit

Exam 1 Study Guide MGT 429

Marketplace > Marshall University > Business > MGT 429 > Exam 1 Study Guide
Elijah Duduit
GPA 3.6

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About this Document

Covers basic material in the book as well as for assigned readings; also contains important lecture principles.
Dr. Dexter Gruber
Study Guide
50 ?




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This 2 page Study Guide was uploaded by Elijah Duduit on Thursday January 28, 2016. The Study Guide belongs to MGT 429 at Marshall University taught by Dr. Dexter Gruber in Spring 2016. Since its upload, it has received 53 views. For similar materials see Leadership in Business at Marshall University.

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Date Created: 01/28/16
MGT  429  (Leadership)  Exam  1  Study  Guide     Leadership  is  the  ability  to  direct  others  down  a  path  they  would  not  have  went  otherwise.     Remember:   -­‐   Bad  leadership  is  just  as  complex  as  good  leadership   -­‐   Language  fails   -­‐   Effectiveness  and  efficiency  determine  quality  of  leadership   -­‐   There  is  no  such  thing  as  good  or  bad  leadership     Note:  detailed  definitions  and  other  specifics  will  not  be  found  in  this  study  guide—only  terms   and  basic  outlines  will  be  provided.     1:   -­‐   Leaders  influence  others  with  ideas  and  deeds   -­‐   Three  types  of  leaders:  teachers,  heroes,  rulers   -­‐   Qualities  of  individual  &  environmental  factors  shape  leadership  process   -­‐   Leaders  learn  from  experience,  examples  &  school   -­‐   People  want  job  knowledge,  people-­‐building  integrity  in  their  leaders   -­‐   Leaders’  satisfactions:  prestige,  helping  others,  respect  from  others,  higher  income,   opportunities,  having  knowledge,  control   -­‐   Leaders’  frustrations:  uncompensated  time,  many  problems,  misproportional   responsibility,  loneliness,  politics,  conflicting  goals   -­‐   Caring  leadership:  committing  to  tasks,  caring  for  people   -­‐   Leadership  vs.  Management   -­‐   Leadership:  planning  direction,  organizing  people  &  resources,  directing  &  motivating   people   -­‐   Nine  areas:  leadership  equation,  vision,  ethics,  empowering  others,  principles,   understanding  others,  effectiveness,  developing  people,  performance     2:   -­‐   Effective  leadership:  need  to  achieve,  intelligence,  decisiveness,  self-­‐confidence,   initiative,  supervising   -­‐   Kurt  Lewis’s  leadership  styles:  autocratic,  democratic,  laissez-­‐faire   -­‐   Two  dimensions:  initiating  structure,  consideration   -­‐   Michigan  dimensions:  job  or  employee  centered   -­‐   Five  styles:  impoverished,  sweatshop,  country  club,  status  quo,  fully  functioning   (two  additional:  paternal,  opportunistic)   -­‐   Leadership  contingency:  actions  differ  with  each  situation   -­‐   Transformational:  show  charisma,  can  transform  others;  think  of  Lombardi   -­‐   Behavioral:  leadership  styles,  dimensions  (see  above)   -­‐   Trait:  (see  effective  leadership  above)       3:   -­‐   Ten  characteristics:  vision,  ability,  enthusiasm,  stability,  concern  of  others,  self   confidence,  persistent,  vital,  charismatic,  integrity   -­‐   Three  styles:  directive,  participant,  free  rein     4:   -­‐   Vision;  look  up  process  &  content   -­‐   Alignment,  prioritization,  execution   -­‐   Requirements:  must  be  developed  by  leader,  communicated  &  supported  by  followers,   must  be  detailed,  must  inspire   -­‐   Power,  achievement,  affiliation  (motives)     Zalesnik:   -­‐   Managers  look  to  control  and  maintain;  leaders  transform  and  redefine   -­‐   Managers  are  passive  towards  goals;  leaders  create  ideas  instead  of  responding  to  them   -­‐   Managers  consider  work  as  enabling  process  to  achieve  goals;  leaders  are  built  for   dramatic  situation,  view  typical  work  day  as  boring   -­‐   Managers  prefer  to  work  with  others;  leaders  create  emotional  responses,  love  or  hate   -­‐   Managers  see  themselves  as  regulators;  leaders  do  not  feel  a  sense  of  belonging     Buckingham:   -­‐   Managers  capitalize  in  many  different  ways   -­‐   Must  identify  uniqueness,  must  make  accountable,  must  create  team  through   interdependence,  all  leads  to  creating  disruption  (understand  differences)   -­‐   Must  know  strengths,  what  triggers  those  strengths,  and  how  they  learn     Kotter:   -­‐   An  excellent  manager  may  not  be  a  good  leader   -­‐   Managers  handle  situations,  leaders  handle  change   -­‐   Managers  control  and  organize  to  achieve  goals;  leaders  set  direction  towards  change   -­‐   Managers  organize  specific  staff;  leaders  align  others  who  go  with  their  direction   -­‐   Managers  control  staff;  leaders  innovate  others   -­‐   Managers  try  to  control  the  status  quo;  leaders  create  challenging  situations  to  develop   their  team   -­‐   Managers  look  to  maintain;  leaders  look  to  redefine  


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