Leadership Final

  1. What are some myths to the life of managers?
    • rational, spend time planning, decifing and controlling
    • organized, in control, unruffled
    • roots in the structural frame
  2. What are some realities to the life of a manager?
    • life is hectic, frantic, constantly shifting
    • often too busy to read or even think
    • rely oon intuition and hunches for many important decisions
    • HR & Political frames/approaches
  3. How many hours would you expect managers to spend on interactions in an 8-hour work day?
    • 4-6 (private sector)
    • public sector is higher
  4. When approached by a situation, what are some factors to consider in picking a frame?
    • need for committment and motivation
    • need for technical quality
    • degree of ambiguity and uncertainty
    • extent of conflict and issues around scarce resources
    • whether working from the bottom up
  5. What are two characteristics of excellent and visionary companies?
    • Embrace paradox-loose, yet tight; disiiplined, yet entreprenurial
    • clear core identity
  6. Describe an effective senior manager.
    • Highly complex jobs requiring diverse skills-and frames
    • Political dimension is cruical
  7. Which frames can help middle managers get ahead?
    Structural and HR skills help performance, but political skils help you get ahead
  8. How do senior managers and middle managers dif
    • Senior managers have more conceptual work-need to think about the organizations in the "big picture"-and more political
    • Middle managers have more focus on people and technical
  9. Which frame is key to effectiveness as a manager? As a leader?
    Structural (with HR); Political & Symbolic
  10. According to Dr. Mescon, what were the three ways that you could "get smart"?
    • Listen to what the other person says
    • Listen to what the other person DOES NOT say
    • Listen to what the other person wants to say
  11. Which speaker said that, "You can lead from any position"?
    Bob Bunker
  12. What were some major ideas from Bob Bunker?
    • Remain technically competent
    • Develop your 6th sense (knowledge,experience,analyzing)
    • Never lose your temper, unless it is intentional
    • Find ways to make work fun
  13. What are the structural approaches to Cindy Marshall's situation?
    • —Clarify goals
    • —Attend to relationships between structure and environment
    • Design and implement structure to fit circumstances
    • Focus on task, facts, logic, not personality or emotion
  14. What are the HR approaches to Cindy Marshall's situation?
    • Respond to the needs and goals of people, and they’ll be committed and loyal in return
    • Align needs of individuals and organization, serving best interests of both
    • —Support and empower people
    • —Empower through participation and openness
  15. What are the Political reprucussions to Cindy Marshall's situation?
    • Can become cynical, self-fulfilling prophesy that intensifies conflict, misses opportunities for rationality and collaboration
    • You may be seen as amoral, scheming, selfish
  16. What are the Symbolic reprucussions to Cindy Marshall's situation?
    • Concepts are elusive
    • Effectiveness heavily dependent on user’s art and skill
    • Symbols may be viewed as fluff, camouflage, manipulation
    • Awkward use of symbols may produce embarrassment, ridicule
  17. What are some tips for newcomers and outsiders?
    • Use of only one or
    • two frames often leads to entrapment:
    • inability to generate effective options in tough situations
    • —Risk is even higher for newcomers and outsiders (including members of groups that have historically been excluded)
    • Newcomers and outsiders are less likely to get a second chance or the benefit of the doubt when they make mistakes
  18. What does Stephanie Benfield say about Leadership "in power"?
    • More insular: don’t need to reach out because you have power
    • A lot more infighting
    • More susceptible to
    • corruption
  19. What does Stephanie Benfield say abour Leadership "out of power"?
    • Not as much infighting—more cohesive
    • In GA, seniority doesn’t apply to leadership, so better leaders
  20. What are the four components of Leadership?
    • A process—transactional or relational
    • Involving influence—focused on shaping the behavior of others
    • In a group context—one or more others
    • Focused on goal attainment—or task accomplishment; getting something done
  21. How is leadership different from authority and power?
    • Authority can only sometimes produce obedience by force of position
    • You can lead from anywhere, and you can fail to lead in a leadership position
    • Effective leaderspersuade and inspire more than force, coerce, or manipulate
  22. What is the difference between traits and skills?
    traits are ingrained characteristics; skills are learned abilities
  23. What are the six key traits of leaders?
    • intellegence
    • self-confidence
    • sociability
    • charisma
    • determination
    • personal integrity
Card Set
Leadership Final