Management 100

any compatibility or inconsistency between attitude or between behavior and attitude

Pg. 218-219

a unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others

• 1. directing
• 2. coaching
• 3. supporting
• 4. delegating

• a personality test assessment that uses four dichotomies of personality to identify different personality types
• 220

control that takes place before a work activity is done

control that takes place while a work activity is in progress

Control that takes place after a work activity is done

• another way of viewing persons personality.
• the 5 traits they are judged on are
• 1.Extraversion
• 2. Agreeableness
• 3. Conscientiousness
• 4. Emotional Stability
• 5. Openness to experience

• locus of control- the degree to which people believe they control their own fate. some people believe that their lives are controlled by outside forces.
• internal- their own action
• external- someone else's action

A leadership theory that says the leader's job is to assist followers in attaining their goals and to provide direction or support needed to ensure that their goals are compatible with the organization's or group's goals.

autocratic- a leader who centralizes authority, dictates, work methods, makers unilateral decisions, and limits employee participation

democratic style- A leader who involves employees in decision making, delegates authority, encourages participation in decision work methods, and uses feedback to coach employees

laissez-faire style- a leader who generally gives employees complete freedom to make decisions and to complete their work however they see fit.

it is a questinare that measueres weather a leader was task or relationship oriented. this test had 18 questions.

• 67=< relationship bound
• 57=> productivity bound

• 1. Position - This is the most basic level of leadership. You have a title and that's it. You will only be able to lead based on what that title enables you to lead with. Your authority only goes as far as the title and people will only follow you as far as your title allows. An example of this would be a first level manager in a company. People that you are managing will do just enough to please you. You are only leading them in name and your leverage is only what authority has been given to you from above.
• 2. Permission - This is when people begin to follow you because they want to. This is the true beginning of influence. You can begin to really grow as a person and organization when people follow you voluntarily.
• 3. Production - People begin to produce and follow you because of what they see you doing for the organization. People like what you do and also contribute themselves.
• 4. People Development - At this point in leadership, you have others follow you because of what you've done for them personally. You've poured into other people and they are growing in leadership themselves.
• 5. Personhood - This is the pinnacle of leadership and occurs when people follow you based on who you are and what you represent or stand for. John Maxwell says that this level is reserved for people who have spent years growing others and their organization. Very few people make it to this level.

• Servant-leaders achieve results for their organizations by giving priority attention to the needs of their colleagues and those they serve.
• Servant-leaders are often seen as humble stewards of their organization's resources (human, financial and physical).

• 1. Importance of the decision
• 2. Importance of obtaining follower commitment to the decision
• 3. Whether the leader has sufficient information to make a good decision
• 4. How well structured the problem is
• 5. Whether an autocratic decision would receive follower commitment
• 6. Whether followers "by into" the organization's goals
• 7. Whether there is likely to be conflict among followers over solution alternatives
• 8. Whether followers have the necessary information to make a good decision
• 9. Time constraints on the leader that may limit follower involvement
• 10. Whether costs to bring geographically dispersed members together are justified
• 11. Importance to the leader of minimizing the time it takes to make a decision
• 12. Importance of using participation as a tool for developing follower decision skills

the ability to create and articulate a realistic. credible, and attractive vision of the future that improves on the present situation

a person that is, an enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways

transactional leaders- leaders who lead primary by using social exchanges. Transactional leaders guide or motivate followers to work toward established goals by exchanging rewards for their productivity

transformational leaders- leaders who stimulate and inspire (transform) followers to achieve extraordinary outcomes