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MGMT 300
| Term | Definition |
|---|---|
| Leadership | A process whereby an individual influences a group of individuals to achieve a common goal |
| Leadership Perspectives | Trait, Ability, Skill, Behavior, Relationship, Process |
| Historical Perspective of Leadership Traits | Among the first systematic studies of leadership, "Great person theory" Identify best leaders and what traits they possessed? |
| Ability | Capacity to lead |
| Skill | Developed capacity |
| Behavior | Actually do |
| Relationship | Unique, Interactive |
| Process | Dynamic influence |
| Management | Planning, Organizing, Staffing, Coordinating, Controlling |
| Authentic Leadership | Contemporary approach to leadership that focuses on the authenticity of the leader and whether they are leading in a manner that is in accordance with their true, core self |
| Dimensions of core leadership | Self Awareness, Internalized Moral Perspective, Balanced Processing, Relational Transparency |
| Self-Awareness | Reflecting on one’s core values, identity, emotions, motives, and being aware of and trusting one’s own feelings |
| Internalized Moral Perspective | Self-regulatory process using internal moral standards to guide behavior |
| Balanced Processing | Ability to analyze information objectively and explore other people's opinions before making a decision |
| Relational Transparency | Being open and honest in presenting one's true self to others |
| Core Leadership Perspectives | Intrapersonal, Interpersonal, Developmental |
| Intrapersonal | Who you think you are, based on self-concept, inward-looking, how would you describe yourself? |
| Interpersonal | Who others think you are, Co-created by interactions with others (commonly followers) How would others describe you? |
| Developmental (Who you are over time) | Who you are over time, Changes and develops over time (past, present, future), Often triggered by critical life events, Who were you, who are you, who will you become? |
| Traits | Natural tendencies people have that make them think, feel, or behave in certain ways (O.C.E.A.N) "leaders are born, not made" |
| Leadership Traits | Intelligence, Confidence, Charisma, Determination, Sociability, Integrity |
| Intelligence | Related to effective leadership, Improve by being well-informed, Includes having good language skills, perceptual skills, and reasoning ability |
| Confidence | Feelings of self-assuredness, Feeling positive about oneself, do not second-guess themselves, building confidence: understanding mentorship and practice |
| Charisma | Leader's special magnetic charm, can be used in less positive ways, behaviors characterizing charismatic leadership: strong role model, competence, articulate clearly, high expectations, and inspire |
| Determination | Very focused and attentive, decision to get the job done, encourage others to stay the course |
| Sociability | Capacity to build social relationships, characteristics of sociable leaders: friendly, outgoing, and diplomatic. |
| Integrity | Quality of honesty and truth worthiness, strong principles and taking responsibility, good leaders are honest |
| Big Five | Related to traits (O.C.E.A.N) Extraversion, conscientiousness, openness, neuroticism, agreeableness |
| Leadership Skills | Administrative, Interpersonal, Conceptual |
| Administrative | Managing people, Managing resources, technical competence. Skills needed to run an organization and accomplish seemingly mundane but important tasks |
| Interpersonal* | Being socially perceptive, showing emotional intelligence, managing interpersonal conflict. Skills that help a leader work effectively with followers, peers, and superiors to accomplish goals, |
| Conceptual | Problem solving, strategic planning, creating vision. Skills involving cognition and working with concepts, abstractions, etc, that are necessary to conceive and communicate the vision and strategy of the organizations |
| Strength-based leadership | Strength- an attribute or quality of an individual that accounts for successful performance Slightly different from traits and skills Trait - if applied to achieve success Skills - If learned and applied to achieve success |
| Strengths | Everyone has strengths, but people feel hesitant to acknowledge them Gallup Organization StrengthsFinder profile Positive psychology Shift focus from human flaws to human strengths |
| Gallup Organization | Identifies 34 themes of human talent Talents are not strengths Talent x Investment = strengths |
| Values in Action (VIA: Positive Psychology) | 24 strengths & 6 strength classifications, focuses on a persons character |
| Centre of Applied Positive Psychology- 4M Model | Emphasized the changing nature of strengths Developed a model that hard 3 central dimensions (and a recommendation): Performance, Energy, Use |
| Unrealized Strengths | Perform well, Energizing, Lower Use, 4M: Marshal |
| Realized strengths | Perform well, Energizing, Higher Use, 4M: Maximizer |
| Learned Behaviors | Perform well, De-energizing, Variable use, 4M: Moderate |
| Weaknesses | Perform poorly, De-energizing, Variable Use, 4M: Minimizer |
| Conceptual Skills | Better for Top Management |
| Human Skills | Good for every management |
| Technical Skills | Better for first-line management |
Created by:
klundepe