BUSMHR 3200 EXAM 3 INKS STUDY GUIDE
Leadership - Answers - The process whereby an individual influences a group of
individuals to achieve a common goal.
Positively correlated task attributes - Answers - Intelligence, openness to experience,
conscientiousness, emotional stability.
Correlated interpersonal attributes - Answers - Extraversion, emotional intelligence,
agreeablenexx, communication skills (all +). Narcissism, Machiavellianism, psychopathy
(all -)
Managemen
t vs Leadership - Answers - Management: Focuses more on the current, stability and
efficiency. Skills include planning, oeganizing, analytical thinking, communicating.
Leadership: Focused more on the future, promotes change and adaptation. Leadership
skills include strategic thinking, conceptual thinking, innovation/creativity and inspiring.
Behavioral Theories of Leadership - Answers - The OSU Leadership Studies, University
of Michigan Studies, Managerial Grid
Managerial Grid - Answers
- 2 x 2 matrix with 5 leadership styles. Axis are concern for people and concern for
production. (include picture)
Contingency Theories: Situational Leadership - Answers - Relationship vs. Task
Behavior
High Relationship Behavior, Low Task Behavior (Situational Leadership) - Answers -
Participating (S3) - Share ideas and facilitate in decision making
,High Relationship Behavior, High Task Behavior (Situational Leadership) - Answers -
Selling (S2) - Explain decisions/ provide opportunity for clarification
Low Relationship Behavior, Low Task Behavior (Situational Leadership) - Answers -
Delegating (S4) - Turn over responsibility for decisions and implementation
Low Relationship Behavior, High Task Behavior (Situational Leadership) - Answers -
Telling (S1) - Provide specific instructions and closely supervise performance
Path-Goal Theory Leadership Behaviors - Answers - Directive Leadership, Supportive
Leadership, Achievement Oriented Leadership, Participative Leadership, Upward-
influencing leadership
"Laissez-faire" Leadership - Answers - Not assuming leadership responsibilities, NOT a
way to lead
Transactional Leadership - Answers - Clarifying role requirements, task requirements,
accountabilities, etc. Providing positive and negative rewards for performance
Transformational Leadership - Answers - Provides a transformational change in
engagement of organizational members toward organizational goals. Not a substitute
for transactional leadership, but a complement to it. Transformational leaders are often
strong charismatic leaders as well
Characteristics of Charismatic Leaders - Answers - - Self- confidence
- Vision
- Ability to articulate the vision and make it "real" to others
- Strong convictions about the vision
- Behavior that is out of the ordinary
- Strong abilities to manage change
- Environment/ resource sensitivity
Kouzes and Posner's Leadership Practices - Answers - - Challenging the process
- Inspiring a shared vision
- Enabling others to act
- Modeling the way
- Encouraging the heart
"Lincoln on Leadership" - Answers - People, Character, Endeavor, Communication
Zenger and Folkman's Competency Model - Answers - Character, personal capability,
focus on results, interpersonal skills, leading change
"The Extraordinary Leader" Model - Answers - 1. character
2. personal capability
3. focus on results
, 4. interpersonal skills
5. ability to lead organizational change
3 P's of Effective Business Leaders - Answers - 1. Passion
2. Performance
3. Principle
Luck - Answers - "When hard work and preparation meet opportunity"
Authentic Leadership - Answers - They understand and learn from their Life Story
They are Self-Aware
They practice their Values and Principles
They recognize both their Extrinsic and Intrinsic Motivations
They have a balanced life, and Stay Grounded
Leadership Excellence - Answers - Leadership excellence starts with the decision to be
a great leader; with an explicit commitment to greatness
Explicit commitment to becoming a great leader involves - Answers - 1. Introspection
2. Self- candor (openness) and objectivity
3. A willingness to do what it takes to improve
4. A time commitment
5. A dissatisfaction with being merely "good"
Competencies - Answers - - Things at which you excel
- Collections of business- relevant skills, behaviors, and abilities
- Can include areas of knowledge and/ or expertise
- Can be developed over time
- Reflect your capabilities and effectiveness in specific areas
Passions - Answers - - Naturally recurring patterns of thought, feeling, or generalized
behavior
- Reflect your view of the world, your values, and your personality
- Are generally stable over time
- Typically are areas of great interest- Things you like to do
Excellence "Sweet-spot" - Answers - where your competencies and passions match the
needs of the organization
Elements of Forecasting HR Needs - Answers - -determining labor demand (external in
nature):
derived from product/service demanded
-determine labor supply (internal):
internal movements caused by transfers, promotions, turnover, retirements, etc.
-transitional matrices identify employee movements over time
Leadership - Answers - The process whereby an individual influences a group of
individuals to achieve a common goal.
Positively correlated task attributes - Answers - Intelligence, openness to experience,
conscientiousness, emotional stability.
Correlated interpersonal attributes - Answers - Extraversion, emotional intelligence,
agreeablenexx, communication skills (all +). Narcissism, Machiavellianism, psychopathy
(all -)
Managemen
t vs Leadership - Answers - Management: Focuses more on the current, stability and
efficiency. Skills include planning, oeganizing, analytical thinking, communicating.
Leadership: Focused more on the future, promotes change and adaptation. Leadership
skills include strategic thinking, conceptual thinking, innovation/creativity and inspiring.
Behavioral Theories of Leadership - Answers - The OSU Leadership Studies, University
of Michigan Studies, Managerial Grid
Managerial Grid - Answers
- 2 x 2 matrix with 5 leadership styles. Axis are concern for people and concern for
production. (include picture)
Contingency Theories: Situational Leadership - Answers - Relationship vs. Task
Behavior
High Relationship Behavior, Low Task Behavior (Situational Leadership) - Answers -
Participating (S3) - Share ideas and facilitate in decision making
,High Relationship Behavior, High Task Behavior (Situational Leadership) - Answers -
Selling (S2) - Explain decisions/ provide opportunity for clarification
Low Relationship Behavior, Low Task Behavior (Situational Leadership) - Answers -
Delegating (S4) - Turn over responsibility for decisions and implementation
Low Relationship Behavior, High Task Behavior (Situational Leadership) - Answers -
Telling (S1) - Provide specific instructions and closely supervise performance
Path-Goal Theory Leadership Behaviors - Answers - Directive Leadership, Supportive
Leadership, Achievement Oriented Leadership, Participative Leadership, Upward-
influencing leadership
"Laissez-faire" Leadership - Answers - Not assuming leadership responsibilities, NOT a
way to lead
Transactional Leadership - Answers - Clarifying role requirements, task requirements,
accountabilities, etc. Providing positive and negative rewards for performance
Transformational Leadership - Answers - Provides a transformational change in
engagement of organizational members toward organizational goals. Not a substitute
for transactional leadership, but a complement to it. Transformational leaders are often
strong charismatic leaders as well
Characteristics of Charismatic Leaders - Answers - - Self- confidence
- Vision
- Ability to articulate the vision and make it "real" to others
- Strong convictions about the vision
- Behavior that is out of the ordinary
- Strong abilities to manage change
- Environment/ resource sensitivity
Kouzes and Posner's Leadership Practices - Answers - - Challenging the process
- Inspiring a shared vision
- Enabling others to act
- Modeling the way
- Encouraging the heart
"Lincoln on Leadership" - Answers - People, Character, Endeavor, Communication
Zenger and Folkman's Competency Model - Answers - Character, personal capability,
focus on results, interpersonal skills, leading change
"The Extraordinary Leader" Model - Answers - 1. character
2. personal capability
3. focus on results
, 4. interpersonal skills
5. ability to lead organizational change
3 P's of Effective Business Leaders - Answers - 1. Passion
2. Performance
3. Principle
Luck - Answers - "When hard work and preparation meet opportunity"
Authentic Leadership - Answers - They understand and learn from their Life Story
They are Self-Aware
They practice their Values and Principles
They recognize both their Extrinsic and Intrinsic Motivations
They have a balanced life, and Stay Grounded
Leadership Excellence - Answers - Leadership excellence starts with the decision to be
a great leader; with an explicit commitment to greatness
Explicit commitment to becoming a great leader involves - Answers - 1. Introspection
2. Self- candor (openness) and objectivity
3. A willingness to do what it takes to improve
4. A time commitment
5. A dissatisfaction with being merely "good"
Competencies - Answers - - Things at which you excel
- Collections of business- relevant skills, behaviors, and abilities
- Can include areas of knowledge and/ or expertise
- Can be developed over time
- Reflect your capabilities and effectiveness in specific areas
Passions - Answers - - Naturally recurring patterns of thought, feeling, or generalized
behavior
- Reflect your view of the world, your values, and your personality
- Are generally stable over time
- Typically are areas of great interest- Things you like to do
Excellence "Sweet-spot" - Answers - where your competencies and passions match the
needs of the organization
Elements of Forecasting HR Needs - Answers - -determining labor demand (external in
nature):
derived from product/service demanded
-determine labor supply (internal):
internal movements caused by transfers, promotions, turnover, retirements, etc.
-transitional matrices identify employee movements over time
