Els Midterm

Front 1

Leading is defined as:

Back 1

Guiding and directing on a course, serving as a chanel

Front 2

Leadership leads to three assumptions, they are:

Back 2

there is a group. leaderships. a group phenomenon, no leaders wthout followers. always involves interpersonal relationships. Goal directed. a hierarchy.

Front 3

Effectiveness can be defined through:

Back 3

group performance, follower satisfaction, successful implementation of large-scale changes in an organization. OUTCOME FOCUSED.

Front 4

definition of leadership effectiveness contains three elements:

Back 4

Goal achievement, smooth internal processes, external adaptability.

Front 5

keys to be an effectiv leader:

Back 5

knowledge, experience, practice, learning from one's mistakes.

Front 6

obstacles ot effective leadership:

Back 6

organizations face considerable uncertainty that creates pressure for quick responses and solutions, organizations are often rigid adn unforgiving, fall back on old ideas and rely on simplistic solutions to coplex problems, culture and acceptable behavior, understanding and applying academic research.

Front 7

Manager and leaders differ in that they:

Back 7

manager focuses on present, leader future, managers maintain status quo and stability, leaders spark change, managers implement policies adn procedures, leaders initiate goals and strategies, managers maintain existing structure, leaders create a culture based on shared values, managers remain aloof to maintain objectivity, leaders establish an emotional link with followers, managers use position power, leaders use personal power.

Front 8

How much does leadership account for financial performance?

Back 8

7-15% some say, others say they can account for up to 44% of profitability.

Front 9

culture is defined as:

Back 9

THe commonly held values within a group of people. It is a set of norms, customs, values, and assumptions that guides the behavior of a particular group of people

Front 10

The three levels at which culture exists are:

Back 10

national culture, defined as a set of values and beliefs shared by people within a nation. ethnic and other cultural groups that live within each nation might share a culture. Although these groups share national culture values, they also develop their unique culture. The third level of culture is organizational culture.

Front 11

Halls High Context and Low Context cultural framework focuses on:

Back 11

dividing communication into high context and low context.

Front 12

context in reference to Hall's refers to:

Back 12

the environment and the information that provide the background for interaction and communication.

Front 13

Leaders in high context environments:

Back 13

rely heavily on the context, including non-verbal cues and situational factors.

Front 14

Leaders in low context environments:

Back 14

focus on explicit, specific verbal and written messages to understand people and situations.

Front 15

Hall explains leadership failure successfully with his model because:

Back 15

• The difference between high and low context can explain many cross cultural communication problems that leaders face when they interact with those of a culture different from their own

Front 16

Hofstede's 5 cultural dimensions are:

Back 16

power distance, uncertainty avoidance, individualism, masculinity, and time orientation.

Front 17

Power distance refers to :

Back 17

a cultural dimension in hofstede' s model. the extent to which people accept unequal distrubution of power.

Front 18

uncertainty avoidance refers to:

Back 18

a cultural dimension in hofstede' s model. the extent to which the culture tolerates ambiguity and uncertainity

Front 19

individualism refers to :

Back 19

a cultural dimension in hofstede' s model. the extent to which individuals is the basis for the social system

Front 20

masculinity refers to:

Back 20

a cultural dimension in hofstede' s model. the extent to which assertiveness and independence from others is valued

Front 21

time orientation refers to :

Back 21

a dimension in Hofstede's cultural model. the extent to which people focus on past, present, or future

Front 22

Triandis' vertical and horizontal culture model refers to :

Back 22

a model where culture is divided ito individual and collective on te y axis, and vertical (hierarchy) and horizontal (equality) on the x.

Front 23

An Individual Vertical society refers to what model and will:

Back 23

Triandis. Focus on the individual where each person is considered unique and superior to others, often based on accomplishments and performance, or material wealth

Front 24

An Individual Horizontal society refers to what model and will:

Back 24

Triandis. Focus in on each individual being unique, individuals are considered equal to others without a strong hierarchy

Front 25

A Collective and Vertical society refers to waht model and will:

Back 25

Triandis: have a Strong group feeling with clear rank and status differentiation among group members; members feel obligation to obey authority and sacrifice self for good of the group if needed

Front 26

A collective horizontal society model refers to and will:

Back 26

have a culture in which All group members are considered equal; that group has little hierarch and there is strong focus on democratic and egalitarian processes.

Front 27

Trompenaar's Dimensions of culture overall suggest:

Back 27

cross-cultural organizational cultures can be classified more efficiently based in two-dimensions: egalitarian-hierarchical and orientation to the person or the task. They yield for general cross cultural organizations:

Front 28

The general cross-cultural organizations to which Trompenaar refers are:

Back 28

Incubator, guided missile, family, eiffel tower.

Front 29

An incubator culture is:

Back 29

lndividual oriented, leader removes obstacles, focus on individual growth)- , from trompenaar's model

Front 30

a guided missile culture is:

Back 30

performance oriented, leader is a guide, focus on achieving common goal)- from trompenaar's model.

Front 31

a family culture is:

Back 31

power oriented, leader is caring parent, focus on building relationships - trompenaar's model.

Front 32

an eiffel tower culture is:

Back 32

rigid and robust, leader is undisputed legitimate boss, focus on rational performance) - trompenaar

Front 33

GLOBE is and assumes:

Back 33

assumes that culture affects what leaders do and how organizations are structured and managed. Based on their findings, the US is among the highest in assertiveness and performance orientation and fall in the middle in all the other dimensions.

Front 34

Potential causes of poor representation in women's leadership:

Back 34

• Gender difference in leadership style
• Women have less experience in organizations
• Women are less committed to their work and career
• Women are less educated
• Blatant and subtle discrimination
• Persistent gender stereotypes
• Glass ceiling
• Cultural factors

Front 35

Three eras of leadership approach are:

Back 35

the trait era, the behavior era, the contingency era

Front 36

The trait era suggests:

Back 36

More than 40 years of study provided little evidence to justify the assertion that leaders are born and that leadership can be explained through either one or a collection of traits. Some traits do emerge as important.

Front 37

behavior era suggets:

Back 37

what an effective leader does
• Behaviors can be observed more objectively than traits
• Behaviors can be measured more precisely and more accurately than traits
• As opposed to traits, which are either innate or develop early in life, behaviors can be taught

Front 38

in the behavior era, the 3 types of leadership thought to exist were:

Back 38

Democratic, Autocratic, Laisez-Faire

Front 39

The contingency era was when:

Back 39

Researchers recommend that situational factors, such as the task and type of work group, be taken into consideration.

Front 40

Fiedler's suggetsed that:

Back 40

Leadership effectiveness is a function of the match between the leader’s style and the leadership situation. If the leader’s style matches the situation, the leader will be effective; otherwise the leader will not be effective

Front 41

4 decision methods are:

Back 41

autocratic (little or no help from followers), consultation (little help), Group, and total delegation.

Front 42

Attributional models overview:

Back 42

Because the interpretation and evaluation of followers’ actions is a central part of leadership activities, the propositions and findings of attributional models offer many helpful applications in understanding and managing these processes.