Exam 1 Study Guide
Exam 1 Study Guide MGT 429
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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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