mgmt 648 exam #1

• Def: Coping w/ complexity | Coping w/ change
• Deciding what to do: Planning, Budgeting | Setting direction
• Trying to achieve plan: Organizing, staffing | Aligning ppl
• Ensuring ppl do their jobs: Controlling, prob-solving | Motivating, inspiring

• 1. Model the Way
• 2. Inspire a Shared Vision
• 3. Challenge the Process
• 4. Enable Others to Act
• 5. Encourage the Heart

• Emotional task of the leader to understand and improve the way they handle their own and other's emotions
• Leads to better business results

When leaders drive positive emotions, bring out everyone's best; performance soars

• When leaders drive negative emotions, swaying spirits down
• Emotional hi-jacking

An individual trait; how leaders handle themselves and their relationships

• 1. Structural
• 2. Human resource
• 3. Political
• 4. Symbolic

• Structural leaders emphasize rationality, analysis, logic, facts and data
• Clear division of labor, formal roles

• Human Resource leaders emphasize the importance of people (and their needs) and the fit between people and organizations
• Interpersonal relationships

• Political leaders believe that they need to advocate and fight to achieve resources to aid the organization’s goals
• Allocation of power; negotiation, competition

• Symbolic leaders believe the task of management is to provide vision and inspiration
• Provide meaning, purpose

• Several basic frames (perspectives) can be applied to most decisions
• Leaders need to “reframe” to view an issue or decision from multiple perspectives

• Qualities collectively developed in an organization
• Affect employees at all levels of organization, not just the CEO or President

• 1. Infant executive (face frightening world)
• 2. Schoolboy, w/ shining face (eager, inspected)
• 3. Lover, w/ woeful ballad (must lead friends)
• 4. Bearded soldier (confident, distant)
• 5. General, full of wise saws (arrogant deafness)
• 6. Statesman, w/ spectacles on nose (waning powers)
• 7. Sage, second childishness (mentor)

• Where the leader finds him/herself (age, level, position in org.)
• Can refer to specific organization or environment
• Can also be about where a leader is on his/her leadership journey

• 1. Yearnings
• 2. Rapid learning
• 3. Satisfactions

• Reveal presence of talnt, particularly early in life
• Reflect mental connections

• Learning skill at high speed
• Something that sparks talent later in life

• Feeling good when you perform the acitivity
• Anticipation to do it again

• Don’t emulate others or follow prescribed leadership style
• Trust their instincts...
• Yet know when to put them aside to make big-picture decisions in an innovative way
• Have a genuine desire to serve others
• Recognize their shortcomings & work to overcome them

• Understanding their purpose
• Practicing solid values
• Leading with the heart
• Establishing close, enduring relationships
• Demonstrating self-discipline

• Level 5: Executive
• Level 4: Effective Leader (Comm & vision stimulates group to high performance standards)
• Level 3: Competent Manager (Organizes ppl & resources to effectiveness & efficiency)
• Level 2: Contributing Team Member (Effectively contributes to achievement of group objectives)
• Level 1: High Capable Individual (Productive contributions thru talent, knowledge, skills, good work habits)

• Builds enduring greatness thru personal humility and profession will
• A compelling modesty, unwavering resolve
• "The window and the mirror"
• Born and bred

• Maintain intellectual independence
• Don't form opinions about important matters until you've heard all the facs & arguments

• Immediate opinions close minds
• Flip-flopping between propositions
• Believing what you think other believe

• Enhances intellectual creativity
• Freeing your mind from all prior restrainrs
• Allow mind to contemplate every possible, outrageous idea/option

• Think of resons why idea's don't work
• Greatest stumbling block
• Undermines creativity

• Cultivating Self-awareness - Who am I? (self-conciousness, self-discovery)
• Connecting to Others - Who are you? (role-taking, empathy, human relations)
• Forming Community - Who are we? (group mind, bonding, diversity)
• Discovering Purpose - Why are we here? (Deep external connections, universal conciousness)

• Draw on own values & capabilities
• Operate from true frame of mind
• Usually leadership after a crisis

• Move from comfort-centered to results-centered
• Move from externally-directed to internally-directed
• Less self-focused and more other-focused
• More externally open to outside signals & stimuli

• Noticing, deciding, determining
• Personal search for meaning
• Reflect deep human need for order & control

• On-going, automatic process of making sense of new experiences
• Overtime, are reinforced & modified

• 1. Tops: "overloaded executives" (handle unpredictable, multiple input)
• 2. Middles: "torn managers" (messengers between tops & bottoms who want diff. things)
• 3. Bottoms: "disregarded workers" (producers of goos & services that feel powerless & invisible to tops)
• 4. Environmental Players: "neglected customers" or stakeholders (needs products & services but are always put on hold while ppl in org. do something else)

• Tops: Suck in responsibilities (burden) and pull away from others (loneliness)
• Middles: Lose independence of thought & action (make others' conflicts own)
• Bottoms: Blame others and hold "them" responsible (oppression)

• Tops: Tend to be separated from each other by specialization; fight for relative status
• Middles: Emotionally distant from each other; "I" conciousness
• Bottoms: Disagreements may quickly turn into violence

• Those with access to resources
• Make and enforce rules; est. cultural norms
• Behave like Tops w/o titles
• Create additional challenges

• Weather adversity & seizes the moment
• Welcome, value, and use differences well

• 1. Differentiation
• 2. Homogenization
• 3. Integration
• 4. Individuation

• 1. Vertical (btwn levels & ranks of ppl)
• 2. Horizontal (btwn functions & disciplines)
• 3. External (btwn org, & suppliers, customers)
• 4. Geographic (btwn locations, markets, cultures)

• Making boundaries more permeable to allow flexibility
• Info, resources, ideas, energy quickly & easily pass through "membranes"
• Not fixed state; develops & grows
• Definitions & distinctions still exist

• 1. Size
• 2. Role Clarity
• 3. Specialization
• 4. Control

• 5. Speed (fast customer response)
• 6. Flexibility (cross-trained, relocation)
• 7. Integration (collaboration)
• 8. Innovation (encourage creativity)

• Neither Knowledge nor Managment
• Knowledge gained only thru participating/experiences
• No accountability or quality control
• Knowledge only in people, info in database
• No incentive to share
• No management positions necessary

• Knowledge workers specializing in creation, support of high-tech
• Highly intelligent, independent-minded
• Hard-to-find, difficult-to-keep workers
• Implement innovation
• Essential to every org.'s ability to remain vibrant

• Diff. from leading other ppl
• Geek work is diff. from other work
• Power is useless with geeks since it is control over behaviors

• Murky atmosphere of misperception & distortion that black managers work in
• Degrades communication, interactions, work performance
• Reduces trust, keeps guards up

• Equality does not mean sameness
• Acknowledge differences
• Cultural, racial, age, and gender awareness
• Be a change agent (speak up for those not being treated fairly)

• Mid-career restlessness
• Lack of promotions
• Frustration, confusion, alienation
• Self-discovery, new directions, fresh beginnings

• 1. Fresh Assignments
• 2. Career Changes
• 3. Fresh Training
• 4. Sabbaticals (period of paid leave)
• 5. Expanding leadership development

• Increased globalization
• Improved technology
• Decreased loyalty to a single organization
• Boundaryless

• Need for constant change & innovation in routines & organizational processes = don't become too attached to how things are
• Employees are more likely to shift roles = leaders need to know who knows what
• People are primary asset = retain talent!

• Minimal structure is best
• Start with "head in the clouds" & end with "feet on the ground"
• Role is to facilitate creativity, not direct it