Exam 1 Review.docx

Exam 1 Review Each exam is 200 pts 20% of grade Exams are NOT CUMULATIVE Only cover material from that section Leadership definition & power bases span all 3 sections The exam will cover: Text & lecture slides Video: MLK, Jr discussion questions In-class discussions MC (50%) 25 questions at 4 pts each = 100 pts T/F (20%) 20 questions at 2 pts each = 40 pts Short Answer/Essay (30%) ½ page writing space 6 questions at 10 pts each = 60 pts Organization important 1 paragraph should be sufficient Know these ppl: James MacGregor Burns (TFL) Bob House (charismatic leadership) Bernie Bass (TFL & charismatic leadership) MLK, Jr. Sarah Palin ? acceptance speech at Natl. Rep. Convention Sherron Watkins ? whistle blower of Enron, recognized there was fraud & deception w/I org. ; worked to bring it to attention of general public Chapter 1 material will come up & be useful Chapter 1 Define leadership Process Influence Group Common goal Define or as Analyzing tool ? think of person or leader & step thru 4 What is the process, how do they influence, who are they talking to, what?s the common goal Lewin?s Field Theory Used to build class framework How it functions/operates, how ppl do better, like engine of car (all work together to function) Behavior, person, situation Leadership effectiveness person & situation Trait v. Process views Some ppl are seen by others as leader, but they may not truly perform as a leader Leadership v. Mgt Leaders want change ? charisma, motivation, creative thinking Mgrs want status quo ? situation that needs the same operational things to get going What situations are better in each Assigned v. Emergent Former leader but others can be the real leader (formal/informal) Power bases 5 bases Authoritative = power to hire/fire Legitimate = judges, aura of legitimacy in role/position they have Position (assigned) v. Personal (characteristics = expert [smart, experienced] v. referent [well liked, charisma]) Chapter 9: TFL What makes a leader transformational? Four I?s = Foundation Idealized Influence = charisma Inspirational Motivation = vision Intellectual Stimulation = creative thinking, inspire change Individual Consideration = capture identification element, takes each person?s needs into acct, cater to ppl?s individual needs How it?s different from transactional leadership (TAL) Be able to describe the TFL qualities of transformational leaders Person you did your case on; give specific examples (from paper!) ?True? TFL v. ?Pseudo? TFL Cult leader Jim Jones (?) Common goal = not common but extraordinary charisma Charisma ? can be good & bad Chapter 10: Team Leadership Team interdependence Element that any team could be measured by that measures the level of how much they SHOULD work together (not how much they do) What changes a collection of individuals into a true team Difference b/t group & team = Based on interdependence Tasks, goals, rewards, expertise I-P-O model o f teams Way we think of how teams function Widespread model in different fields Inputs (raw materials) Processes (behaviors, teamwork, coordination, communication, cohesion level, trust) Outputs (outcomes, performance, satisfaction, development) Do tasks but maintain relationships & keep satisfied Team leadership model Is problem internal or external? Team effectiveness High levels of trust, collaborative plan/environment (okay to criticize), useful friction, etc. How to balance conflict v. cohesion Opposites in some regard Conflict (damaging in research) BUT may lead to groupthink Cohesion (thought as good) BUT if too much, may lead to groupthink Timing of conflict = key to balance Early on/later on = not much conflict Middle = prime for conflict Task v. relationship Task conflict good Relationship conflict bad Amount of conflict Some conflict / some cohesion Not excessive amts or not enough One person could positively promote task conflict (which may be perceived as relat. Conflict) BUT trust eliminates?the more group trusts each other, the more they can better understand the big picture of better grade/project Chapter 12: Women & Leadership Double standard for women leaders Women leaders face a unique criteria as leaders Must be perceived as competent & assertive yet also feminine How is leadership different for women Perception of them Romance of/idealized leadership ? subconscious sense of what leadership is Masculinized, strong, powerful, aggressive associated w/ men Findings on gender differences Style perspective Assumption that task-relational theme is separate = not found Autocratic (men) v. Democratic (women) Assertive (men) v. Transformational/Integrity (women) If no distinction on task-relational but is on auto-demo, there?s a focus on HOW THEY DO leadership, not WHAT Glass ceiling Triangle chart in book & slides What it IS and what it is NOT CEO positions, Congress = not balanced Changing slowly Sarah Palin, Hilary Clinton as examples Emerged as leader who has dealt w/ double standard challenge Study Take each chapter & study thru elements 5-10 minutes = think of ppl who are good examples of that Women leaders, why Transformational leaders, why