leadership - ANS complex phenomenon involving a leader, his or her followers, and the situation
formal leadership - ANS individuals who gain their influence based on individuals' hierarchies
informal leadership - ANS individuals who emerge and are able to direct and mo...
leadership - ANS complex phenomenon involving a leader, his or her followers, and the
situation
formal leadership - ANS individuals who gain their influence based on individuals'
hierarchies
informal leadership - ANS individuals who emerge and are able to direct and motivate
others
Successful Managers - ANS - promoted through the ranks
- spend more time socializing and politicking
- spend less time on traditional management responsibilities such as planning and decision
making
Effective Managers - ANS - make real contributions to their organization's performance
leadership includes actions and influences based on: - ANS - reason and logic
- inspiration and passion
Traits of Managers - ANS - administer
- maintain
- control
- short-term view
- ask how and when
- imitate
Traits of Leaders - ANS - innovate
- develop
- inspire
- long-term view
- ask what and why
- originate
- challenge status quo
3 leadership myths - ANS 1. Good leadership is all common sense
, 2. Leaders are born, not made
3. The only school you learn leadership from is the school of hard knocks
Qualities of effective followers: - ANS - manage themselves well (self-management)
- committed to the organization and/or a greater purpose (committed)
- master skills useful to the organization (competence & focus)
- credible, honest, and willing to admit fault (courage)
constructionist approach - ANS views leadership as combined acts of leading and following
by different individuals, whatever their formal titles or positions in an organization may be
alienated followers - ANS habitually point out all the negative aspects of the organization to
others
conformist followers - ANS the "yes" people; They are devoted to leader and do not
question leader, which can sometimes lead to unethical behavior
pragmatist followers - ANS Rarely committed to their groups work goals, but they have
learned not to make waves
passive followers - ANS rely on the leader for direction and require constant direction
exemplary followers - ANS are independent, innovative, and willing to stand up to their
superiors; fully apply their talents to the organization
glass cliff - ANS female candidates for an executive position are more likely to be hired
than equally qualified male candidates when an organization's performance is declining
fundamental attribution error - ANS tendency to overestimate the dispositional causes of
behavior and underestimate the environment when others fail
self-serving bias - ANS tendency to make external attributions for one's own failures and
internal attributes for one's own success
actor or observer difference - ANS refers to the fact that people observing an action are
more likely to make the fundamental attribution error
the AOR model - ANS shows that leadership development is enhanced when the
experience involves action, observation, and reflection (spiral of experience)
perceptual set - ANS the tendency to perceive things a certain way because previous
experiences or expectations influence those perceptions
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