LDR 201 - Midterm
Nineteen Nineties to Today - ANS-1. There remains tons to debate over the manner of
leadership
2. This consist of debate over the differences between management and control
3. Emergent theories include: Authentic Leadership, Spiritual Leadership, Servant Leadership,
Adaptive Leadership, Discursive Leadership, Followership
6th Dimension - Information Power - ANS-1. Power that results in a follower
questioning/performing a one-of-a-kind manner based at the facts supplied
2. Ownership of know-how that different's want or need
A chief who's detached and apathetic is showing _____? - ANS-Impoverished behaviors
Advances Social Change - ANS-Take assumptions, disrupt them, and build organisation (action
or intervention) for the opportunity of a greater simply future
Agreeableness - ANS--The tendency to be accepting, conforming, trusting, and nurturing
-Weakly associated
Application of the Behavioral Approach - ANS-1. Many leadership training and improvement
packages are designed alongside the traces of the fashion approach
2. By assessing their very own style, managers can decide how they may be perceived by
others and the way they could trade their behaviors to turn out to be extra effective
3. The fashion method applies to almost the entirety a frontrunner does
Application of the Skills Based Model - ANS-1. Provides a way to delineate the competencies of
a frontrunner
2. It is applicable to leaders at all tiers within the agency
3. The abilities stock can offer insights into the people' leadership capabilities
4. Test ratings permit leaders to study regions in which they'll desire to are seeking further
schooling
Applications of the Situational Approach - ANS-1. Often used in consulting as it's clean to
conceptualize and apply
2. Straightforward nature makes it practical for managers to apply
, 3. Breadth of situational approach facilitates its applicability in virtually all styles of agencies and
ranges of control in businesses
Applications of the Trait Approach - ANS-1. Provides route as to which developments are proper
to have if one aspires to a leadership function
2. Through diverse assessments and questionnaires, people can determine whether they have
got the choose management tendencies and may pinpoint their strengths and weaknesses
three. Can be used by mangers to assess in which they stand within their organization and what
is needed to reinforce their function
Assigned Leadership - ANS--Defacto leadership that comes with the job title
-Leadership primarily based on occupying a role inside an organisation
-Team leaders, plant managers, departments heads, directors
Attending to Power - ANS-Identifying how strength flows via the principle whether or not it is
mentioned or now not. How could one-of-a-kind power structure range based on who was
placed in it?
Authority-Compliance (nine,1) - ANS-1. Efficiency in operations effects form arranging
conditions of work such that human interference is minimum
2. Heavy emphasis on mission and process necessities and less emphasis on humans
three. Speaking with subordinates in particular for undertaking instructions
four. Results pushed - human beings regarded as equipment to that stop
five. (nine,1) leaders - visible as controlling, annoying, difficult-using, and overpowering
Behavioral Approach - ANS-1. Ohio State Studies
2. Michigan Studies
three. Blake and Mouton Grid
4. Strengths, Weaknesses, and applications
Behavioral Theory (Sixties) - ANS-1. Leadership is "acts via humans which influence other
individuals in a shared direction"
2. The fashionable consensus is that management is a behavior that impacts humans closer to
shared goals
three. Focus is on what leaders do (I.E., their management fashion), now not the traits (or traits)
they obviously possess
4. To wit: now, we consider that leaders are made, now not born
Blake & Mouton Grid - ANS-1. Used notably in organizational education and development
2. Designed to provide an explanation for how leaders help companies to attain their purposes
Nineteen Nineties to Today - ANS-1. There remains tons to debate over the manner of
leadership
2. This consist of debate over the differences between management and control
3. Emergent theories include: Authentic Leadership, Spiritual Leadership, Servant Leadership,
Adaptive Leadership, Discursive Leadership, Followership
6th Dimension - Information Power - ANS-1. Power that results in a follower
questioning/performing a one-of-a-kind manner based at the facts supplied
2. Ownership of know-how that different's want or need
A chief who's detached and apathetic is showing _____? - ANS-Impoverished behaviors
Advances Social Change - ANS-Take assumptions, disrupt them, and build organisation (action
or intervention) for the opportunity of a greater simply future
Agreeableness - ANS--The tendency to be accepting, conforming, trusting, and nurturing
-Weakly associated
Application of the Behavioral Approach - ANS-1. Many leadership training and improvement
packages are designed alongside the traces of the fashion approach
2. By assessing their very own style, managers can decide how they may be perceived by
others and the way they could trade their behaviors to turn out to be extra effective
3. The fashion method applies to almost the entirety a frontrunner does
Application of the Skills Based Model - ANS-1. Provides a way to delineate the competencies of
a frontrunner
2. It is applicable to leaders at all tiers within the agency
3. The abilities stock can offer insights into the people' leadership capabilities
4. Test ratings permit leaders to study regions in which they'll desire to are seeking further
schooling
Applications of the Situational Approach - ANS-1. Often used in consulting as it's clean to
conceptualize and apply
2. Straightforward nature makes it practical for managers to apply
, 3. Breadth of situational approach facilitates its applicability in virtually all styles of agencies and
ranges of control in businesses
Applications of the Trait Approach - ANS-1. Provides route as to which developments are proper
to have if one aspires to a leadership function
2. Through diverse assessments and questionnaires, people can determine whether they have
got the choose management tendencies and may pinpoint their strengths and weaknesses
three. Can be used by mangers to assess in which they stand within their organization and what
is needed to reinforce their function
Assigned Leadership - ANS--Defacto leadership that comes with the job title
-Leadership primarily based on occupying a role inside an organisation
-Team leaders, plant managers, departments heads, directors
Attending to Power - ANS-Identifying how strength flows via the principle whether or not it is
mentioned or now not. How could one-of-a-kind power structure range based on who was
placed in it?
Authority-Compliance (nine,1) - ANS-1. Efficiency in operations effects form arranging
conditions of work such that human interference is minimum
2. Heavy emphasis on mission and process necessities and less emphasis on humans
three. Speaking with subordinates in particular for undertaking instructions
four. Results pushed - human beings regarded as equipment to that stop
five. (nine,1) leaders - visible as controlling, annoying, difficult-using, and overpowering
Behavioral Approach - ANS-1. Ohio State Studies
2. Michigan Studies
three. Blake and Mouton Grid
4. Strengths, Weaknesses, and applications
Behavioral Theory (Sixties) - ANS-1. Leadership is "acts via humans which influence other
individuals in a shared direction"
2. The fashionable consensus is that management is a behavior that impacts humans closer to
shared goals
three. Focus is on what leaders do (I.E., their management fashion), now not the traits (or traits)
they obviously possess
4. To wit: now, we consider that leaders are made, now not born
Blake & Mouton Grid - ANS-1. Used notably in organizational education and development
2. Designed to provide an explanation for how leaders help companies to attain their purposes
