Review for finalmgmt464

Remember to bring a Scantron to class on Thursday

Bring pencils and eraser on Thursday

Hand in papers today or Thursday

24 Additional Items Presented

Around the Leadership Theories

•These are:

•Strategic Planning Model

•Human, Technical, Conceptual

•“How to Swim with Sharks”

•“Filters against Folly”

•“Who You Are Now is Where You Were When”

•Lewin”s Change Model

•Beyond Implementation in D-M

•Leading and Emotions

•Self-Evaluation - Key to understanding others and how to then lead them

•Invention, Technology, Innovation

•Internal/External Locus of Control

•Authority, Responsibility, Accountability

•MBWA

•Systems Approaches

•Sources/Importance of Power to Leaders

•Substitutes to Power

•Setting Meaningful Goals

•Entrepreneurship vs Intrapreneurship

•Force Field Analysis

•Machiavellianism

•Knowing When to Hold ‘em and When to Fold ‘em

•Motivation Theories

•Career Anchors

•Self-Actualization (from Maslow’s motivation theory, of course)

The Leadership Theories

•Transformational Leadership

•Transactional Leadership

Transformational Leadership

•Think about the text we used during the first half of the course

•The need to transform an organization, and the actions, method(s), and considerations to achieve a vision of a different future

The Five Practices of Exemplary Leadership

•Model the way

•Inspire a Shared Vision

•Challenge the Process

•Enable Others to Act

•Encourage the Heart

Great Man Theory

•Leaders are born, not made

•When a need arises, a leader will emerge to take charge

Trait Theory

•Based on research of successful Leaders, many possess the same traits

•What traits did/do they possess?

•How do you use that knowledge?

•What is the main caution?

Behavioral Theory

•Prevalent in the 40’s through the 70’s

•Leadership can be learned

Those Behavioral Theories that we

discussed•Role Theory

•Managerial Grid (Blake and Mouton)

•Participative Decision Making

•Lewin and Likert (task vs people)

Contingency Theory

•Contingent on certain factors such as the leader quality, education, experience,

•Three Theories discussed:

•The Leader tendency (LPC - Fiedler)

•Cognition (Intelligence, Experience, Stress, other cognitive resources

•Strategic Contingency (centrality, skills, uniqueness of skill)

Situational Leadership

•All depends on the forces in the situation

•Hersey & Blanchard (4 ldr styles matched with 4 follower levels)

•Vroom & Yetton (a normative model to determine best ledr style for a given situation)

•House (Path-Goal Theory)

Transactional Leadership

•Based on an exchange between people

•Leader-Member Exchange (LMX): In/Out groups and the role development of each

•Social Exchange: Comparisons to see with who the exchange is better - relationships

•Equity Theory

•Social Comparison Thy: Up or downward

•Social Impact Thy: Likelihood you’ll be influenced (Strength, Immediacy, Number)

Necessities to be an Effective

Manager or Leader•Throughout the text, web research, and

in- class discussions it should have become evident that in order to be successful today you will need certain skills.

•Some of the more important ones are:

•Oral and written communications, including listening skills

•A sense of who you are, or aren’t

•A sense of how you may be different from those around you, and meshing the two

•Practice flexibility and humility

•Build self confidence (skill, knowledge, and practice; internal locus of control)

•Well versed on, and an understanding, of the world around you

•Learn how to think on your feet

•Be Authentic

•Be Consistent

•Be Credible

•Be an (excellent) model for others

•Know when to hold ‘em/fold ‘em

•Have passion; watch how you display your emotions

•Student Reviews.

•I need a volunteer to collect these and turn them in to Room 560 in the SBA