Managing and Leading Today: The New Rules
MGT 330 Test 1 Study Guide
Chapter 1: Managing and Leading Today: The New Rules
Everyone needs to be a leader
No matter your role, you can lead people
All of us share responsibility to ensure that those in power behave fairly and ethically
Changes in the world:
Human population is increasing, demand for more resources
Political power is shifting from west to east
Increased industrialization and globalization
Emotional intelligence – managing your own self-awareness and others emotions
Emotional intelligence model:
Self-awareness
Self-management
Empathy
Relationship-management
Emotional intelligence and self-awareness foundation:
Competencies, ethics, and use of power
Manager – individual who makes plans and controls people and resources
See the independence of their tasks as self-contained silos
Traditionally seen as reducing complexity
Leader – someone who influences and inspires people to follow
See all tasks as interdependence of people and all functions in organization
Traditionally seen as thriving on chaos
Annie McKee on bad leaders:
Some people haven’t learned how to be a leader
They think being smart is good enough, aren’t emotionally intelligent
Power stress: turns good people into bad leaders
Mintzberg’s managerial roles:
Informational – monitor, disseminator, and spokesperson
Interpersonal – figurehead, leader, and liaison
Decisional – entrepreneur, disturbance handler, resource allocator, and negotiator
Mintzberg based his findings about managers by actually studying them as they functioned on the job
Everyone in the organization is also a follower
Following – the other side of the leadership coin
Being a good follower means being involved
Kellerman’s follower model: 5 types of followers
Isolates – indifferent to leaders
Bystanders – passively doing jobs and offer little support
Participants – actively engaged but when disagree with leader, they will oppose them
Activists – more actively engaged, when
Chapter 1: Managing and Leading Today: The New Rules
Everyone needs to be a leader
No matter your role, you can lead people
All of us share responsibility to ensure that those in power behave fairly and ethically
Changes in the world:
Human population is increasing, demand for more resources
Political power is shifting from west to east
Increased industrialization and globalization
Emotional intelligence – managing your own self-awareness and others emotions
Emotional intelligence model:
Self-awareness
Self-management
Empathy
Relationship-management
Emotional intelligence and self-awareness foundation:
Competencies, ethics, and use of power
Manager – individual who makes plans and controls people and resources
See the independence of their tasks as self-contained silos
Traditionally seen as reducing complexity
Leader – someone who influences and inspires people to follow
See all tasks as interdependence of people and all functions in organization
Traditionally seen as thriving on chaos
Annie McKee on bad leaders:
Some people haven’t learned how to be a leader
They think being smart is good enough, aren’t emotionally intelligent
Power stress: turns good people into bad leaders
Mintzberg’s managerial roles:
Informational – monitor, disseminator, and spokesperson
Interpersonal – figurehead, leader, and liaison
Decisional – entrepreneur, disturbance handler, resource allocator, and negotiator
Mintzberg based his findings about managers by actually studying them as they functioned on the job
Everyone in the organization is also a follower
Following – the other side of the leadership coin
Being a good follower means being involved
Kellerman’s follower model: 5 types of followers
Isolates – indifferent to leaders
Bystanders – passively doing jobs and offer little support
Participants – actively engaged but when disagree with leader, they will oppose them
Activists – more actively engaged, when