Show:
Power and Politics 1
Power and Politics 2
Leadership 1
Leadership 2
Miscellaneous
100
This is the definition of power.
What is the ability to influence the behaviors of others and resist influence of others.
100
What is the difference between leadership and management?
What is management is concerned with consistency and leadership is concerned with change?
100
Which of the following type of leaders are known for inspiring trust in followers: transformative, transactional, charismatic, or authentic.
What are authentic leaders?
100
What are the three types of personal power?
Expertise, Referent, and Effort
200
Two broad categories of power are_______.
What are Personal Power and Formal Power.
200
What is an inquiry process for decision making?
What is inquire about all possible solutions; wait to evaluation each alternative.
200
These are 2 limitations to trait theory.
What are define/measured differently, depends on the situation, and depends on how the traits are leveraged?
200
What does LMX theory argue?
Due to time pressures, leaders establish a special relationship with a small group of followers that make up the in-group, are trusted, get a disproportional amount of the leader's attention, and are more likely to receive special privileges.
200
What is the best influencing strategy for upward influence?
What is rational persuasion?
300
This source of power relies completely on job titles/positions and employees' acceptance of the authority associated with that position.
What is legitimate power?
300
What are 4 of the best ways to influence laterally?
What are rational persuasion, consultation, ingratiation, exchange, personal appeals, and coalitions.
300
When trait theories were relatively ineffective in predicting leadership effectiveness, researchers turned to these theories to try to explain leadership effectiveness.
What are behavioral theories?
300
In Fiedler's Model what is are the two options available to the manager if the leaders' style is incompatible with the situation?
Change the situation or change the leader.
300
What are 4 individual factors that contribute to political behavior?
What is high self-monitors, internal locus of control, high Mach personality, organizational investment, perceived job alternatives, expectations of success.
400
Which of the broad categories of power is generally the most effective?
What is personal power?
400
How did Kennedy attempt to make the process during the Cuban Missile Crisis more inquiry than advocacy?
What is (a) Encouraged “Skeptical Generalists” to think as disinterested critical thinkers, (b) Robert Kennedy and Sorenson assigned as devils advocates to question assumptions, (c)Tasks forces asked to abandon protocol, policies, and procedures, (d) Split into subgroups, (e) Kennedy stayed absent
400
The University of Michigan and Ohio State studies both revealed that leadership behaviors can be classified in two broad categories.
What are task-oriented and people-oriented behaviors?
400
_________ theory suggest that leaders are born and __________ theory suggests that leaders can be trained.
Trait Theory; Behavioral Theory
400
Trait theories were relatively ineffective until this categorization of traits emerged.
What are the Big Five.
500
What are two of the most effective types of influencing strategies?
What are consultaion and rational persuasion?
500
The book, The Essence of Decision Making, went through three models to explain the Decision Making in the Cuban Missile Crisis. What were those three models (in order).
What are the rational model, the organizational model, and the political model.
500
__________ is the big 5 trait most highly correlated with leadership emergence and _____________ is the big 5 trait that is the least (i.e. correlation near 0) related to leadership emergence.
What is extraversion and agreeableness?
500
What are the three dimensions of the situation in Fiedler's Contingency Model?
Leader-member relations, task structure, and position power.
500
What are 5 organizational factors that increase the political behaviors in an organization?
Reallocation of resources, promotion opportunities, low trust, unclear performance evaluation systems, 0 sum reward practices, democratic decision making, high performance pressures, self-serving senior managers.