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Business Leadership > Chapters 1-3 > Flashcards

Chapters 1-3 Flashcards

1
Q

An influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes.

A

Leadership

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2
Q

What are the factors of leadership?

A

Followers
Influence
Personal responsibility & integrity
Intention
Change
Shared purpose
(FIPICS)

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3
Q

True or False: Relationship among people is not passive.

A

True

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4
Q

True or False: Qualities for effective leadership are also needed to be an effective follower.

A

True

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5
Q

A shared mindset that represents a fundamental way of thinking about, perceiving, and understanding the world.

A

Paradigm

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6
Q

Old Paradigm Leadership Chart

A

Stabilizer
Controller
Competitor
Diversity Avoider
Hero
(SCCDH)

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7
Q

New Paradigm Leader Chart

A

Change Manager
Facilitator
Collaborator
Diversity Promoter
Humble
(CFCDH)

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8
Q

Attainment of organizational goals in an effective and efficient manner through planning & organizing, staffing & directing, controlling organizational resources.

A

Management

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9
Q

Picture of an ambitious, desirable future for the organization or team

A

Vision

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10
Q

Theories where leadership was conceptualized as a single great man who put everything together and influenced others to follow along based on the strength of inherited traits, qualities, and abilities.

A

Great man theories

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11
Q

Theories where picture of ambitious, desirable future for the organization or team.

A

Trait Theories

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12
Q

Theories where leaders’ behaviour toward followers correlated with leadership effectiveness or ineffectiveness

A

Behaviour theories

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13
Q

Theories where leaders can analyze their situation and tailor their behaviour to improve leadership effectiveness.

A

Contingency theories

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14
Q

Also known as situational theories

A

Contingency theories

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15
Q

Theories where it examines the influence processes between leaders and followers

A

Influence theories

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16
Q

Influence based on the qualities and charismatic personality of the leader

A

Charismatic leadership

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17
Q

Theories where it focus on how leaders and followers interact and influence one another

A

Relational theories

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18
Q

2 Important Relational Theories

A

Transformational leadership
Servant leadership

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19
Q

Giving up control in the traditional sense and encouraging the growth and development of others to ensure organizational flexibility and responsiveness.

A

Agile Leadership

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20
Q

A phenomenon in which a manager with an impressive track record reaches a certain level but goes off track and can’t advance because of a mismatch between job needs and personal skills and qualities.

A

Derailment

21
Q

5 Fatal Flaws that cause derailment

A
  1. Performance Problems
  2. Problems with relationships
  3. Difficulty Changing
  4. Difficulty building and leading a team.
  5. Too Narrow Management Experience
22
Q

Failing to meet business objectives because of too much time promoting themselves and playing politics, a failure to fulfill promises, or a lack of attention to priorities.

A

Performance problems

23
Q

Being insensitive, manipulative, critical, and not trustworthy in relationships with peers, direct reports, customers and others.

A

Problems with relationships

24
Q

Not learning from feedback and mistakes to change old behaviours; defensive, unable to handle pressure, unable to change management style to meet new demands.

A

Difficulty changing

25
Q

Poor management of direct reports; inability to get work done through others; not identifying and hiring the right people.

A

Difficulty building and leading a team

26
Q

Inability to work effectively or collaborate outside their current function; failing to see big picture when moved into general management position over several functions.

A

Too Narrow Management Experience

27
Q

Distinguishing personal characteristics of a leader, such as intelligence, honesty, self-confidence, and appearance

A

Traits

28
Q

A leadership perspective that sought to identify the inherited traits leaders possessed that distinguished them from people who were not leaders

A

Great Man Approach

29
Q

Tendency to see the positive side of things and expect that things will turn out well

A

Optimism

30
Q

Assurance in one’s own judgments, decision making, ideas, and capabilities

A

Self-confidence

31
Q

Truthfulness and nondeception

A

Honesty

32
Q

Quality of being whole, integrated, and acting in accordance with solid ethical principles

A

Integrity

33
Q

High motivation that creates a high effort level by a leader

A

Drive

34
Q

A natural talent or ability that has been supported and reinforced with learned knowledge and skills.

A

Strength

35
Q

3 Types of Leadership Roles

A

Operational Role
Collaborative Role
Advisory Role

36
Q

Vertically oriented leadership role. Executive has direct control over people and resources. Uses power to accomplish results.

A

Operational Role

37
Q

Horizontal leadership role. Works behind the scenes and uses personal power to influence others and get things done.

A

Collaborative Roled

38
Q

Provides guidance and support. Responsible for developing broad organizational capabilities rather than accomplishing specific business results.

A

Advisory role

39
Q

Centralizes authority and derives power from position, control of rewards, and coercion.

A

Autocratic Behaviour Approach

40
Q

Delegates authority, encourage participation, relies on subordinates’ knowledge for completion of tasks, and depends on subordinate’s respect for influence.

A

Democratic behaviour approach

41
Q

Effective if subordinates possess decision-making skills

A

Democratic Behaviour Approaches

42
Q

Effective when the skill difference between the leader and subordinates is high.

A

Autocratic Behaviour Approaches

43
Q

The extent to which a leader is sensitive to subordinates, respects their ideas and feelings, and establishes mutual trust

A

Consideration

44
Q

The extent to which the leader is task oriented and directs subordinates’ work activities toward goal achievement

A

Initiating Structure

45
Q

Leadership behaviour that displays a focus on the human needs of subordinates

A

Employee-centered

46
Q

Leadership behaviour in which leaders direct activities toward efficiency, cost cutting, and scheduling with an emphasis on goals and work facilitation

A

Job-centered

47
Q

A two-dimensional leadership model that describes major leadership styles based on measuring both concern for people and concern for production

A

Leadership grid

48
Q

A theory based on the notion that a leader develops a unique relationship with each subordinate or group member, which determines how the leader behaves toward the member and how the member responds to the leader

A

Individualized leadership

49
Q

Stages of Development of Individualized Leadership

A

Vertical Dyed Linkage
Leader-Member Exchange
Partnership Building

Business Leadership (1 decks)

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