FBLA Organizational Leadership Exam
Latest Updated Graded A+
2 Factor Theory - ANSWER-people are motivated by motivators rather than
maintenance factors
3 Generic Core Strageies - ANSWER-1. broad or niche differentiation strategy
2. broad or niche low cost strategy
3. Best-Cost or Value-based strategy
3 Levels Moral Development - ANSWER-Postconventional
Conventional
Preconventional
3 Managerial Leadership Skills - ANSWER-Technical Skills
Interpersonal Skills
Decision Making Skills
**Need based on managment level
4-Way Test - ANSWER-Is it the truth?
Is it fair to all concerned?
Will it build goodwill & better friendship?
Will it be benefited to all concerns?
***CODE OF ETHICS/CONDUCT***
5 Elements of Leadership - ANSWER-1. leaders, followers
2. influence
3. organizational objectives
4. People
5. Change
5-P's (change agents) - ANSWER-Purpose
Priorities
People
Process
Proof
Accommodating Conflict Style - ANSWER-Passively gives in to other party
KEEPS RELATIONSHIP
COUNTERPRODUCTIVE
- enjoys following; keeping relationship is priority ; changes not important; time limited
Achievement Motivation Theory - ANSWER-explain & predict BEHAVIOR and
PERFORMANCE based on person's need for achievement power and affiliation
,(Conscientiousness, Surgency, Agreeableness)
Acquired Needs Theory - ANSWER-people are motivated by their need for
achievement, power & affiliation
Adjustment Personality Dimension - ANSWER-traits of stability & self-confidence
Advantage Team-Centered Decision Making - ANSWER--improve decision quality
-improve individual quality
-shifts decision making away leader
-higher commitment in memebers
Agreeableness Personality Dimension - ANSWER-traits of sociability & emotional
intelligence
Alienated Follower - ANSWER-low involvement & high critical thinking
(cheated of exemplary work)
Arbitrator - ANSWER-neutral 3rd party makes binding decision to resolve conflict
Attitudes - ANSWER--positive & negative feelings about people things & issues
-being pos or neg = CHOICE
Attribution Theory - ANSWER-process managers use in determining reasons for
effective or ineffective performance and deciding what to do
Autocratic Leadership Style - ANSWER-makes decisions, tells employees what to do
and closely supervises workers
Avoiding Conflict Style - ANSWER-passively ignore not resolves it
KEEPS RELATIONSHIP
NO RESOLUTION
- trivial conflict; stake nor high; would damage relationship; time is short and emotions
high
BCF Model - ANSWER-describes conflict in terms BEHAVIOR CONSEQUENCES
FEELINGS
***try compromise
Behavioral Leadership Theories - ANSWER-explain distinctive styles used by effective
leaders or to define the nature of their work
Benefits Teamwork - ANSWER--Synergistic benefits (working together)
-help avoid errors
- more opportunities new ideas
- feel empowered
, -feel job satisfaction
Big 5 Model of Personality - ANSWER-categorizes traits into dimensions of
1. surgency,
2. agreeableness,
3. adjustment,
4. conscientiousness,
5. openness to experience
Boss - ANSWER-based on personality and behavior some autocrats, some participative
Change - ANSWER-influencing and setting objectives is about change
Charisma - ANSWER-social construct bw leader and follower -- leader offers
transformative vision/ideal which exceeds status quo and CONVINCES FOLLOWERS
to accept not bc rational likelihood of success but bc implicit BELIEF in
EXTRAORDINARY QUALITIES of LEADER
**pos or neg lies in values and motives of leaders***
Coaching - ANSWER-giving motivational feedback to maintain & improve performance
Coaching feedback - ANSWER-good supportive relationship, specific and descriptive,
not judgmental criticism
***not criticism
Coercive Power - ANSWER-involves punishment & withholdings of rewards to influence
COMPLIANCE
- pressure influencing tactic
-maintaining discipline and enforcing rules
-be persistent; don't make rash threats; gain authority to use punishment and withhold
rewards
Collaborating Conflict Style - ANSWER-seeks joint resolution w/ best solution for all
PROBLEM SOLVING
LEAD BEST SOLUTION
TIME CONSUMING
- sub-optimization; group goal comes first and members collaborate; maintaining
relationships important; time available; peer conflict
Communication - ANSWER-process of conveying info and meaning
- true comm. = all parties understand message(info) from same perspective (meaning)
Conflict - ANSWER-people in DISAGREEMENT & OPPOSITION
Conformist Follower - ANSWER-high involvement & low critical thinking
*** "YES PEOPLE" ***
Latest Updated Graded A+
2 Factor Theory - ANSWER-people are motivated by motivators rather than
maintenance factors
3 Generic Core Strageies - ANSWER-1. broad or niche differentiation strategy
2. broad or niche low cost strategy
3. Best-Cost or Value-based strategy
3 Levels Moral Development - ANSWER-Postconventional
Conventional
Preconventional
3 Managerial Leadership Skills - ANSWER-Technical Skills
Interpersonal Skills
Decision Making Skills
**Need based on managment level
4-Way Test - ANSWER-Is it the truth?
Is it fair to all concerned?
Will it build goodwill & better friendship?
Will it be benefited to all concerns?
***CODE OF ETHICS/CONDUCT***
5 Elements of Leadership - ANSWER-1. leaders, followers
2. influence
3. organizational objectives
4. People
5. Change
5-P's (change agents) - ANSWER-Purpose
Priorities
People
Process
Proof
Accommodating Conflict Style - ANSWER-Passively gives in to other party
KEEPS RELATIONSHIP
COUNTERPRODUCTIVE
- enjoys following; keeping relationship is priority ; changes not important; time limited
Achievement Motivation Theory - ANSWER-explain & predict BEHAVIOR and
PERFORMANCE based on person's need for achievement power and affiliation
,(Conscientiousness, Surgency, Agreeableness)
Acquired Needs Theory - ANSWER-people are motivated by their need for
achievement, power & affiliation
Adjustment Personality Dimension - ANSWER-traits of stability & self-confidence
Advantage Team-Centered Decision Making - ANSWER--improve decision quality
-improve individual quality
-shifts decision making away leader
-higher commitment in memebers
Agreeableness Personality Dimension - ANSWER-traits of sociability & emotional
intelligence
Alienated Follower - ANSWER-low involvement & high critical thinking
(cheated of exemplary work)
Arbitrator - ANSWER-neutral 3rd party makes binding decision to resolve conflict
Attitudes - ANSWER--positive & negative feelings about people things & issues
-being pos or neg = CHOICE
Attribution Theory - ANSWER-process managers use in determining reasons for
effective or ineffective performance and deciding what to do
Autocratic Leadership Style - ANSWER-makes decisions, tells employees what to do
and closely supervises workers
Avoiding Conflict Style - ANSWER-passively ignore not resolves it
KEEPS RELATIONSHIP
NO RESOLUTION
- trivial conflict; stake nor high; would damage relationship; time is short and emotions
high
BCF Model - ANSWER-describes conflict in terms BEHAVIOR CONSEQUENCES
FEELINGS
***try compromise
Behavioral Leadership Theories - ANSWER-explain distinctive styles used by effective
leaders or to define the nature of their work
Benefits Teamwork - ANSWER--Synergistic benefits (working together)
-help avoid errors
- more opportunities new ideas
- feel empowered
, -feel job satisfaction
Big 5 Model of Personality - ANSWER-categorizes traits into dimensions of
1. surgency,
2. agreeableness,
3. adjustment,
4. conscientiousness,
5. openness to experience
Boss - ANSWER-based on personality and behavior some autocrats, some participative
Change - ANSWER-influencing and setting objectives is about change
Charisma - ANSWER-social construct bw leader and follower -- leader offers
transformative vision/ideal which exceeds status quo and CONVINCES FOLLOWERS
to accept not bc rational likelihood of success but bc implicit BELIEF in
EXTRAORDINARY QUALITIES of LEADER
**pos or neg lies in values and motives of leaders***
Coaching - ANSWER-giving motivational feedback to maintain & improve performance
Coaching feedback - ANSWER-good supportive relationship, specific and descriptive,
not judgmental criticism
***not criticism
Coercive Power - ANSWER-involves punishment & withholdings of rewards to influence
COMPLIANCE
- pressure influencing tactic
-maintaining discipline and enforcing rules
-be persistent; don't make rash threats; gain authority to use punishment and withhold
rewards
Collaborating Conflict Style - ANSWER-seeks joint resolution w/ best solution for all
PROBLEM SOLVING
LEAD BEST SOLUTION
TIME CONSUMING
- sub-optimization; group goal comes first and members collaborate; maintaining
relationships important; time available; peer conflict
Communication - ANSWER-process of conveying info and meaning
- true comm. = all parties understand message(info) from same perspective (meaning)
Conflict - ANSWER-people in DISAGREEMENT & OPPOSITION
Conformist Follower - ANSWER-high involvement & low critical thinking
*** "YES PEOPLE" ***
