Karteikarten midterm

Leadership is 30% heritable and 70% developed through experience, training, and learning.

🧠 Mnemonic: B.M.W. = Born (30%) + Made (70%) = Win

• Sets tone and direction

• Offers competitive advantage

• Essential for job success and personal growth

🧠 Key Phrase: "Leadership steers success"

1. Leader-Follower dynamic

2. Influence

3. Organizational objectives

4. Change

5. Trusting relationships

   
   

🧠 Mnemonic: L-I-O-C-T = Leaders Influence Objectives, Change, and Trust

1. Trait Theory – Leaders are born with traits

2. Behavioral Theory – Leadership is what leaders do

3. Contingency Theory – Depends on situation

4. Integrative Theory – Combines all above

🧠 Mnemonic: TBCI = Traits, Behaviors, Context, Integration

• Focus: Inborn traits (e.g. dominance, confidence)

• Belief: Effective leaders are born, not made

🧠 Key Word: “Hardwired”

• Focus: Observable actions and leadership styles

• Belief: Leaders can be trained and developed

🧠 Key Word: “Trainable”

• Focus: Best style depends on situation

• Leader’s success = Fit between style and context

🧠 Key Phrase: “It depends!”

• Combines traits, behavior, and situational factors

• Modern, holistic view

🧠 Mnemonic: Integrative = “All-in-One” model

1. Technical Skills – Working with things

2. Interpersonal Skills – Working with people

3. Decision-making Skills – Working with ideas

🧠 Mnemonic: TIP = Technical, Interpersonal, Planning (decision-making)

Think Pyramid:

• Bottom = Tech-heavy

• Top = Vision-heavy

• Build trust and teamwork

• Essential for communication and leadership

• Longer-lasting than technical skills

🧠 Key Phrase: "Trust builds teams"

It’s your personal leadership philosophy, values, and approach to influencing others.

🧠 Reflective Tip: Define your “Why” and “How” as a leader.

Leaders are born, not made. They possess distinctive characteristics like high energy, dominance, self-reliance, and confidence.

🧠 Key Word: “Hardwired leadership”

• Traits = specific characteristics (e.g., honesty, confidence)

• Personality = the full combo of all your traits

🧠 Think: Traits = building blocks → Personality = house

Because personality affects:

1. Behavior

2. Perception

3. Attitudes

4. Decision-making

🧠 Mnemonic: B-PAD = Behavior, Perception, Attitudes, Decisions

Mnemonic: OCEAN – swim through leadership psychology!

High levels of:

• Surgency (E)

• Conscientiousness (C)

• Adjustment (low N)

• Openness (O)

• Agreeableness (A)

🧠 Tip: A balanced OCEAN = smooth sailing as a leader 🌊

Leadership is shaped by three learned needs:

1. nAch – Need for Achievement (excel)

2. nAff – Need for Affiliation (connect)

3. nPow – Need for Power (influence)

🧠 Mnemonic: A.P.A. = Achieve. People. Authority.

• Socialized Power = used to empower others (ethical)

• Personalized Power = used for personal gain (unethical)

🧠 Think: Social = Share; Personal = Selfish

Mnemonic:

• X = eXtreme control

• Y = Yes to growth

Leaders’ expectations shape followers’ performance. High expectations → higher performance Low expectations → poor performance

🧠 Think: People rise (or fall) to what you expect

It’s how a leader views themselves. High self-concept → confident and assertive Low self-concept → indecisive, insecure

🧠 Tip: Your self-view becomes your team’s ceiling

Leading based on standards of right and wrong. Key perspectives:

• Utilitarian – greatest good

• Rights-based – individual dignity

• Justice-based – fairness

🧠 Mnemonic: U-R-J = Utilitarian, Rights, Justice

Yes! It leads to:

• Better performance

• Lower risk

• Stronger reputation

🧠 Key Phrase: Ethics = long-term win

• Self-interest

• Pressure to perform

• Normalizing bad behavior

• Situational influence

🧠 Tip: Always check context and motive

1. Personality traits

2. Attitudes

3. Moral development

4. The situation

🧠 Mnemonic: P.A.M.S. = Personality, Attitudes, Morals, Situation

• Golden Rule

• Four-way test (truth, fairness, goodwill, benefit)

• Stakeholder thinking

• Ask for advice

🧠 Tip: “Do what you’d be proud to explain.”

• Codes of ethics

• Leading by example

• Enforcement mechanisms

🧠 Mnemonic: C-L-E = Code, Lead, Enforce

Leadership is the process of influencing individuals or groups to achieve shared goals.

🧠 Tip: Think "Influence → Direction → Goals"

The shift from Trait Theory (leaders are born) to Behavioral Theory (leaders are made through actions and style).

🧠 Mnemonic: T → B = Traits to Behavior 💡 “Leaders are what they do, not just who they are.”

• Autocratic: Leader controls decisions

• Democratic: Leader invites participation

• Laissez-faire: Leader is hands-off (not detailed in Lussier but good to know)

🧠 Mnemonic: A-D-L = Autocratic, Democratic, (Laissez-faire)

1. Job-centered – Focus on tasks, goals

2. Employee-centered – Focus on support, relationships

🧠 Mnemonic: M for Michigan = Management vs. Mentoring

1. Initiating Structure – task-focused

2. Consideration – people-focused

🧠 Mnemonic: I.C. = Initiate task, Consider people 💡 Combined into 4 leadership styles (High/Low on both)

5 Styles based on:

• Concern for People

• Concern for Production

Tip: 9,9 = Ideal (High task + High people)

The internal drive to act or behave in a certain way toward a goal.

🧠 Formula: Performance = Ability × Motivation × Resources

1. Content Theories → What needs drive behavior

2. Process Theories → How choices are made

3. Reinforcement Theory → How consequences shape behavior

🧠 Mnemonic: CPR = Content, Process, Reinforcement

1. Physiological (basic survival)

2. Safety (security, job protection)

3. Belongingness (relationships)

4. Esteem (recognition, respect)

5. Self-Actualization (growth, purpose)

🧠 Mnemonic: PSBES = Please Stay Balanced Every Second 💡 Satisfy lower needs before higher ones!

• Hygiene factors (prevent dissatisfaction): pay, job security, conditions

• Motivators (create satisfaction): achievement, recognition, challenge

🧠 Tip: Fix hygiene first, then motivate!

People are motivated by:

1. Need for Achievement (nAch) – challenge

2. Need for Power (nPow) – influence

3. Need for Affiliation (nAff) – social connection

🧠 Mnemonic: A-P-A (same as before!)

Motivation is driven by perceived fairness of input vs. output.

“If I give a lot, I want a lot in return.”

🧠 Tip: Perception of fairness = performance driver

People are motivated when they believe:

1. Effort → leads to performance

2. Performance → leads to reward

3. Reward → is desirable

🧠 Mnemonic: E-P-R = Effort, Performance, Reward 💡 Must believe all 3 for motivation to work!

Specific, challenging goals increase motivation and performance.

✅ Goals must be:

1. Specific

2. Measurable

3. Achievable

4. Relevant

5. Time-bound

🧠 Mnemonic: SMART goals

Behavior is shaped by its consequences.

🧠 Formula: Stimulus → Behavior → Consequence → Repeat or Stop

1. Positive Reinforcement – Reward good behavior

2. Avoidance – Prevent negative consequence

3. Extinction – Remove reward to stop behavior

4. Punishment – Apply negative consequence

🧠 Mnemonic: P-A-E-P

• Continuous – reward every time

• Intermittent:

  • Fixed Interval (every Friday)

  • Variable Interval (random praise)

  • Fixed Ratio (bonus every 10 sales)

  • Variable Ratio (random reward for good work)

🧠 Tip: Mix it up for best motivation!

1. Say what they did right

2. Say why it matters

3. Pause for emphasis

4. Encourage repeat behavior

🧠 Mnemonic: W-W-P-E = What, Why, Pause, Encourage

There is no single best leadership style. Leadership effectiveness depends on the leader, the follower, and the situation.

🧠 Key Phrase: “It depends!”

• Trait/Behavioral Theories: One best style (e.g. confident, democratic)

• Contingency Theory: Best style changes with the context

🧠 Mnemonic: TBC = Trait → Behavior → Contingency = Evolution of Leadership

Fred FiedlerHe emphasized that leaders have a preferred style (fixed), and success depends on matching the right leader to the right situation.

LPC Scale = Least Preferred Coworker scale

• High LPC → Relationship-oriented leader

• Low LPC → Task-oriented leader

🧠 Tip: LPC = Low = Tasky | High = People-person

1. Leader–Member Relations (trust/respect)

2. Task Structure (clear vs. vague tasks)

3. Position Power (formal authority)

🧠 Mnemonic: LTP = Leadership Triangle Points

In very favorable or very unfavorable situations (e.g. either total control or total chaos)

In moderately favorable situations (e.g. decent relationships, semi-clear tasks, some authority)

🧠 Mnemonic Reminder: People leaders thrive in the “middle zone”

Change the situation, not the leader. Leader style is considered fixed.

🧠 Key Phrase: “Fit the environment, not the person.”

1. Introduced concept of leader-situation fit

2. Emphasized situational awareness

3. One of the first scientific approaches to flexible leadership

1. Rigid (assumes fixed leadership style)

2. Complex to measure situation favorableness

3. Mixed evidence in research studies

• We work in diverse, global, fast-changing environments

• Leaders need to adapt to different cultures, tasks, and personalities

🧠 Tip: In real life, leadership is never one-size-fits-all.

It laid the foundation for adaptive, transformational, and situational leadership models used today.

🧠 Big Picture Reminder:

Trait → Behavior → Contingency → Integration → Modern Leadership