MGMT Exam 3 Study Guide 1 1 What are the 3 R s on how to be a leader Right experience right training right attitude 2 What are the four ways to assess leaders trait behavior contingency transformational 3 Are leaders made or born made through training and experience 4 Admiral Grace Hopper You manage things you lead people 5 Difference between leaders and managers Leaders do the right things managers do things right Managers execute leaders inspire trust 6 Ants and Leadership leader showing concern for individual and influencing group 7 Leading 8 Leadership communicate vision build enthusiasm motivate commitment and hard work When one individual influences a group of individuals to want to reach important big goals 9 Video Mighty Macs and Leadership 10 Managerial Power Position Power Personal Power 11 Types of Power Position Power Reward Coercion Legitimate Personal Power Expert Referent 12 What type of power gives your boss power legitimate power referent 14 Video Clip Pat Woertz CEO of ADM leading change rebuild trust vision Future change team building 15 Alvin Tofflers 3 Sources of Power Violence wealth knowledge 16 Gardner s Leader Traits 13 Studying power and developing relationships as a leader is what type of physical vitality accept responsibility understand others achievement need courage decisive assertive intelligence task competence people skill motivate others trustworthy self confidence flexible 17 Behavioral Style Leadership Approach 18 Film Industry Example Actors Directors Human relations all about relationships satisfaction 19 Consumer Product Industry with Research and Development Director democratic 20 In a customer service call center which type of leadership would you 21 If you ask your boss what to do and hes bored and doesn t care this is expect autocratic task driven service levels what type of leadership Laissez faire hands off approach 22 Video Clip Dilbert Cartoon 23 JK Rowling signs with your publishing house and says see you in a year laissez faire 24 Contigency suggests that what is successful as a leadership style varies according to the situation and the people involved 25 Video Clip Remember the Titans 26 Fiedler s Contingency Model Step 1 Determine leadership style Least Preferred Co worker LPC Task Motivated low lpc score Relationship motivated high lpc score Step 2 Match Style with Situation three contextual variables Leader to Member Relationship Good Poor Task Structure structure unstructured Position Power strong wear 27 Hersey Blanchard Situational Approach Relationship Behavior Low to High Task Behavior Low to High 28 29 Emotional Intelligence Approach 30 Assembly line is what type of leadership style Autocratic 31 Main Goal of Simulation Group and Individual Decision Making 32 Most Important Least Important for Survival Shaving Mirror Sextant 33 Individual Behavior Perception The process where people receive and interpret information from their environment 34 David Berlo s SMCR Communication Approach 35 Perceptual Distortions Stereotypes Halo take attribute of someone and think they are amazing b c of it Negative Reverse Halo ex Amazing performance dressed like a slug Selective filtering all incoming information coming into you Projection coming out of you Are you like me 36 Video Clip 21 Changes only notice what you are paying attention to selective learning MGMT Exam 3 Study Guide 3 37 Video Clip Dove Commercial Managed Perception Ethical 38 Perception and Fault Attribution Issue a They are performing poorly Fundamental Attribution Error It s not their fault Them b I am performing poorly Self Serving Bias it s not my fault You 39 Personality Individual differences in characteristic patterns of thinking feeling and behaving 40 Two approaches to personality trait and type 41 The Big Five Personality Traits Extraversion agreeableness conscientiousness emotional stability openness to experience 42 Which personality approach reflects personal preferences 43 For MBTI designing games takes what conceptual approach Myers Briggs Intuitive 44 Personality Type Preference Approach measures 4 dimensions with you falling clearly for one or the other 45 Measure amount of a certain characteristic someone exhibits what personality theory category Trait 46 In learning about MBTI which is not true Type differences are culturally based 47 MBTI all types are equally valuable a persons type is a four letter combo measures personality across four dimensions blind spots exist for each type 48 MBTI Components 1 Extravert talk about things in person Introvert prefers emails time to think 2 Sensing facts applied present practical iNtuition concepts theory relation hunches 3 Thinking logic Feeling emotion 4 Judging formal structure planning approach Perceiving informal unstructured planning approach 49 Locus of Control extent to which one believes what happens is within ones control Internal have control take own responsibility External no control not my fault 50 Authoritarianism 51 Machiavellianism the degree to which a person defers to authority and accepts status differences obey orders degree to which someone is able to adjust behavior in response to external factors High Mach exploitive and unconcerned about others Low Mach allow others to exert power over them 52 Self Monitoring the degree to which someone is able to adjust behavior in response to external factors high in self monitoring learners comfortable with feedback willing to change low in self monitoring predictable and act consistently 53 Stress 55 Attitude Tension physical and mental from heavy demands constraints and opportunities 54 Stress works in 2 ways Constructive positive influence on effort creativity and diligence in work Destructive negative influence on ones performance predisposition to act in a certain way positive negative based on a DECIDED mental state 56 Cognition Thinking Affect Feeling Behavior Action 57 IQ TQ EQ 58 Video Clip Dan Goleman and emotions to be in the top profession need personal abilities interpersonal abilities emotional intelligence learned set of skills accounts for the level direction and persistence of effort expended at work 59 READ JOB SATISFACTION 60 Motivation 61 P f A x M 62 A f A x T E performance f Ability x Motivation Ability f Aptitude x Training Experience 63 Maslow s Hierarchy of Needs Lower Order Needs Physiological Safety Social Higher Order Needs Esteem Self Actualization 64 Progression Principle Maslow cant move up until lower level is met 65
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