Admin Final

• Managers: people whose influence on others is limited to the appointed managerial authority of their positions
• Leaders: people with managerial and personal power that can influence others to perform actions beyond those that could be dictated by those persons' formal authority alone

• drive
• desire to lead
• honesty and integrity
• self-confidence
• intelligence
• job-relevant knowledge

• autocratic
• democratic
• laissez-faire

leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation.

leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees

leader who gives employees complete freedom to make decision and to decide on work methods

• theory that effective group performance depends on the proper match between the leader's style of interacting with employees and the degree to which teh situation gives control and influence to the leader
• >LPC questionnaire
• >Identifies three situational criteria- leader member relations, task structure, and position power

theory that it is a leader's job to assist followers in attaining their goals and to provide the necessary direction and support

• leaders should adjust their leadership styles- telling, selling, participating, and delegating- in accordance with the readiness of their followers
• >acceptance: leader effectiveness reflects the reality taht it is the followers who accept or reject
• >readiness: a follower's ability and willingness to perform

• followers make attributions of heroic or extraordinary leadership abilities when they observe certain behaviors
• appears to be the most appropriate when follower's task has an ideological component or when the environ. involves a high degree of stress.
• key characteristics: self-confidence, vision, strong convictions, appearance, environ. sensitivity

transactional leaders: leaders who guide or motivate their followers toward established goals by clarifying role and task requirements

transformational leaders: leaders who inspire followers to transcend their own self-interests for the good of the organization and are capable of having a profound and extraordinary effect on followers

ability to create and articulate a realistic, credible, attractive vision of the future that grows out of and improves upon the present

• ability to explain the vision to others
• ability to express the vision not just verbally but through the leader's behavior
• ability to extend the vision to different leadership contests

• Becoming an effected team leader requires:
• learning to share info
• developing the ability to trust
• learning to give up authority
• knowing when to leave their teams alone and when to intercede
• New roles that team leaders take on
• managing team's external boundary
• facilitating team process

• considered to be the trait difference that makes an individual into a star performer
• EI is essential element of effective leadership

• integrity
• competence
• consistency
• loyalty
• openness

GO OVER SLIDES

conversion of a message into some symbolic form

a purpose to be conveyed

medium by which a message travels

receiver's translation of a sender's message

degree to which carrying out the work activities require by a job results in the individual's obtaining direct and clear info about the effectiveness of his performance

• written
• verbal

• body language
• verbal intonation

an unofficial channel of communication that is neither authorized nor supported by the organization

• filtering
• selective perception
• information overload
• emotions
• language
• gender
• national culture

• use feedback
• simplify language
• listen actively
• constrain emotions
• watch nonverbal cues

• e-mail
• IM
• voicemail
• fax
• Electronic data interchange (EDI)
• teleconferencing
• video conferencing
• wireless communications
• knowledge management

opens up other options for communicating

• listening by paying attention, interpreting, remembering sound stimuli
• active listening by listening attentively, developing empathy, accepting and not judging

• autobiographical listening
• merry-go-round listening
• deep listening
• Be aware of the different types of listening and know what is right. avoid the wrong ones

• positive feedback:
• more readily and accurately perceived
• almost always accepted
• negative feedback:
• most likely accepted when comes from a credible source
• carries weight only when it comes from someone with high status and credibility

• focus on specific behavior
• keep feedback impersonal
• keep feedback goal oriented
• make feedback well-timed
• ensure understanding
• direct negative feedback toward behavior that receiver can control

• delegate
• clarify
• setting the range
• defining the expected level of performance
• setting a time frame
• allowing employees to participate

• Traditional view
• Human relations view
• Interactionist view

assumed that conflict was bad and would always have a negative impact on an organization

argued that conflict was a natural and inevitable occurrence in all organizations; rationalized the existence of conflict and advocated its acceptance

encourages mangers to maintain ongoing minimum level of conflict sufficient to keep organizational units viable, self-critical, and creative

• communication differences
• structural differences
• personal differences

STUDY SLIDES

• functional conflict: conflict that supports an organization's goals
• dysfunctional conflict: conflict that

• cooperativeness: degree to which an individual will attempt to rectify a conflict by satisfying the other person's concerns
• assertiveness: how much a person will attempt to solve the conflict to satisfy his own concerns

• competing
• collaborating
• avoiding
• accommodating
• compromising

refer to slide

process in which two or more parties who have different preference must make a joint decision and come to an agreement

• positive comment
• compliments
• concerns
• praise for efforts
• end with a positive

• listen
• empathize
• ask questions
• paraphrase
• summarize