LFIN (Nur Das Wichtigste) at Universität Frankfurt Am Main | Flashcards & Summaries

Select your language

Suggested languages for you:
Log In Start studying!

Lernmaterialien für LFIN (Nur das Wichtigste) an der Universität Frankfurt am Main

Greife auf kostenlose Karteikarten, Zusammenfassungen, Übungsaufgaben und Altklausuren für deinen LFIN (Nur das Wichtigste) Kurs an der Universität Frankfurt am Main zu.

TESTE DEIN WISSEN

How Leaderships differs from Management






































(EA Mole)
Lösung anzeigen
TESTE DEIN WISSEN

1. Establishing Directions – create a vision, clarify big picture -> anticipation of trends etc. 

2. Aligning People - inspiring people, communicating goals, looking for commitment 

3. Motivating and Inspiring - energize people with interesting tasks/challenges, delegation 

4. Leading Change - Leaders must manage the change or it will manage them. When leaders fulfill the change management role, changes are made efficiently and sustainably

Lösung ausblenden
TESTE DEIN WISSEN

Power bases and leadership (French & Raven)

Lösung anzeigen
TESTE DEIN WISSEN

1. Referent power – based on the likableness/attractiveness/worthiness of the leader 

2. Expert power – based on knowledge and skill of the leader 

3. Legitimate power – based on the position and the formal right to make demands 

4. Reward power – based on ability to hand out rewards and recognition 

5. Coercive power – based on fear of punishment for noncompliance 

6. Information power – based on the leaders access to valuable information 


Early history theory approach: search for traits that distinguish leaders that make them different and possess special, unique, or extraordinary personality attributes

Lösung ausblenden
TESTE DEIN WISSEN

Great Person/Man Theory

Lösung anzeigen
TESTE DEIN WISSEN

1. Intelligence: Intellectual ability 

2. Self-confidence: ability to be certain about one’s competencies and skills 

3. Determination: Includes initiative, persistence, dominance, drive 

4. Integrity: Honesty, loyalty and trustworthiness 

5. Sociability: Friendly, outgoing, tactful, diplomatic, positive attitude towards followers

Lösung ausblenden
TESTE DEIN WISSEN

Five Personality Factors (McCrae & Costa, 1987)









































(Crane holt dich in andere Welt so wie Neo und AC)
Lösung anzeigen
TESTE DEIN WISSEN

1. Neuroticism: tendency to be depressed, anxious, insecure, vulnerable and hostile -> risk- averse, careful 

2. Extraversion: be sociable and assertive and to have positive energy 

3. Openness: be informed, creative, insightful and curious 

4. Agreeableness: be accepting, conforming, trusting and nurturing 

5. Conscientiousness: be thorough, organized, controlled, dependable and decisive 


-> Strong relationship between the 5 traits and leadership; Extraversion strongest link to leadership

Lösung ausblenden
TESTE DEIN WISSEN

Skills Approach (Katz, 1955)

Lösung anzeigen
TESTE DEIN WISSEN

Shift from innate (angeborenen) traits to learned and developed skills


Leadership skills: ability to use one’s knowledge and competencies to accomplish goals


Three Basic Skills: 

1. Technical skills: knowledge and proficiency in a specific type of work or activity, analytic abilities (e.g. knowing software language in a software company) 

2. Human skills: social skills, ability to work with people 

3. Conceptual skills: ability to work with ideas and concepts (e.g. understanding economic principles) 


Top management needs less technical skills and more conceptual skills than lower management

Lösung ausblenden
TESTE DEIN WISSEN

Skill-based model of leadership (Mumford, Zaccaro, Harding et.al. 2000)









































(based on military personnel and their performance in the army)

Lösung anzeigen
TESTE DEIN WISSEN

1. Individual Attributes:

a. General Cognitive Ability: intelligence, way to deal with information 

b. Crystalized Cognitive Ability: learning over time from experience 

c. Motivation: willingness, dominance committed to social good of organization 

d. Personality: virtues, character


2. Competencies:

a. Problem-solving Skills: Removing obstacles, creative ability to solve new and unusual organizational problems in a sustainable way 

b. Social Judgement Skill: perspective taking, social perceptiveness, behavioral flexibility 

c. Knowledge: Expertise, define and attempt to solve complex problems 


3. Leadership Outcome: 

a. Effective Problem Solving: problem solving in an effective, unique and logical way 

b. Leader’s performance: successful or not

Lösung ausblenden
TESTE DEIN WISSEN

5 Principles of Goal Setting (Locke)

Lösung anzeigen
TESTE DEIN WISSEN

1. Clarity: The goal is clear! Each member has a specific Task 

2. Challenging: The goal is not too easy! Compare the development levels of each member to find the right degree of challenge (situational approach) 

3. Commitment: Involvement of all team members in process 

4. Feedback: Where is a deficit? Should be constructive and critical! Necessary to remove obstacles 

5. Task complexity: increasing complexity means reducing motivation -> right degree, conditions do not frustrate

Lösung ausblenden
TESTE DEIN WISSEN

Goals and performance - Goals affect performance in four ways (Lock)


































(en-act di persistence)
Lösung anzeigen
TESTE DEIN WISSEN

1. Directive function: goals bring effort in direction of relevant activities 

2. Energizing functions: high goals lead to greater efforts 

3. Persistence: tight deadlines lead to more rapid work than lose deadlines (goals should be time-bound) 

4. Action: sense of ownership, all cohesion multi components, activity to fulfill the goals

Lösung ausblenden
TESTE DEIN WISSEN

SMART Goal Setting

Lösung anzeigen
TESTE DEIN WISSEN

Specific (Clarity)

Measurable (alternative: motivating)

Achievable (alternatives: agreed, accurate, aligned, attainable)

Relevant (alternative: realistic)

Timely (time-bound)

Lösung ausblenden
TESTE DEIN WISSEN

Limitations of goal setting theory

Lösung anzeigen
TESTE DEIN WISSEN

1. Goals and risks: higher goal → higher risk strategy 

2. Learning goals and performance goals: 

LG: fulfillment of LG does not bring joy and doesn’t lead to improvement acc. to prev. studies 

PG: performance is increased but happiness gets decreased 

3. Goal conflict: goals of person/company vs. values of person/company

Lösung ausblenden
TESTE DEIN WISSEN

Path-Goal leadership theory (House & Mitchell, 1974)

Lösung anzeigen
TESTE DEIN WISSEN

1. Define goals

2. Clarifies path

3. Removes obstacles

4. Provides support

Lösung ausblenden
TESTE DEIN WISSEN

Management

Lösung anzeigen
TESTE DEIN WISSEN

1. Planning/Budgeting - establish agendas, set timetables, allocator of resources 

2. Organizing/Staffing - provides working structures, job placements, establish rules, JDs 

3. Controlling/Problem Solving – developing incentives (motivational aspects), develop sustainable solutions, find hidden lessons of problems 

4. Predictability/Order - is the degree to which a correct prediction or forecast of a system's state can be made, either qualitatively or quantitatively

Lösung ausblenden
  • 257853 Karteikarten
  • 5231 Studierende
  • 90 Lernmaterialien

Beispielhafte Karteikarten für deinen LFIN (Nur das Wichtigste) Kurs an der Universität Frankfurt am Main - von Kommilitonen auf StudySmarter erstellt!

Q:

How Leaderships differs from Management






































(EA Mole)
A:

1. Establishing Directions – create a vision, clarify big picture -> anticipation of trends etc. 

2. Aligning People - inspiring people, communicating goals, looking for commitment 

3. Motivating and Inspiring - energize people with interesting tasks/challenges, delegation 

4. Leading Change - Leaders must manage the change or it will manage them. When leaders fulfill the change management role, changes are made efficiently and sustainably

Q:

Power bases and leadership (French & Raven)

A:

1. Referent power – based on the likableness/attractiveness/worthiness of the leader 

2. Expert power – based on knowledge and skill of the leader 

3. Legitimate power – based on the position and the formal right to make demands 

4. Reward power – based on ability to hand out rewards and recognition 

5. Coercive power – based on fear of punishment for noncompliance 

6. Information power – based on the leaders access to valuable information 


Early history theory approach: search for traits that distinguish leaders that make them different and possess special, unique, or extraordinary personality attributes

Q:

Great Person/Man Theory

A:

1. Intelligence: Intellectual ability 

2. Self-confidence: ability to be certain about one’s competencies and skills 

3. Determination: Includes initiative, persistence, dominance, drive 

4. Integrity: Honesty, loyalty and trustworthiness 

5. Sociability: Friendly, outgoing, tactful, diplomatic, positive attitude towards followers

Q:

Five Personality Factors (McCrae & Costa, 1987)









































(Crane holt dich in andere Welt so wie Neo und AC)
A:

1. Neuroticism: tendency to be depressed, anxious, insecure, vulnerable and hostile -> risk- averse, careful 

2. Extraversion: be sociable and assertive and to have positive energy 

3. Openness: be informed, creative, insightful and curious 

4. Agreeableness: be accepting, conforming, trusting and nurturing 

5. Conscientiousness: be thorough, organized, controlled, dependable and decisive 


-> Strong relationship between the 5 traits and leadership; Extraversion strongest link to leadership

Q:

Skills Approach (Katz, 1955)

A:

Shift from innate (angeborenen) traits to learned and developed skills


Leadership skills: ability to use one’s knowledge and competencies to accomplish goals


Three Basic Skills: 

1. Technical skills: knowledge and proficiency in a specific type of work or activity, analytic abilities (e.g. knowing software language in a software company) 

2. Human skills: social skills, ability to work with people 

3. Conceptual skills: ability to work with ideas and concepts (e.g. understanding economic principles) 


Top management needs less technical skills and more conceptual skills than lower management

Mehr Karteikarten anzeigen
Q:

Skill-based model of leadership (Mumford, Zaccaro, Harding et.al. 2000)









































(based on military personnel and their performance in the army)

A:

1. Individual Attributes:

a. General Cognitive Ability: intelligence, way to deal with information 

b. Crystalized Cognitive Ability: learning over time from experience 

c. Motivation: willingness, dominance committed to social good of organization 

d. Personality: virtues, character


2. Competencies:

a. Problem-solving Skills: Removing obstacles, creative ability to solve new and unusual organizational problems in a sustainable way 

b. Social Judgement Skill: perspective taking, social perceptiveness, behavioral flexibility 

c. Knowledge: Expertise, define and attempt to solve complex problems 


3. Leadership Outcome: 

a. Effective Problem Solving: problem solving in an effective, unique and logical way 

b. Leader’s performance: successful or not

Q:

5 Principles of Goal Setting (Locke)

A:

1. Clarity: The goal is clear! Each member has a specific Task 

2. Challenging: The goal is not too easy! Compare the development levels of each member to find the right degree of challenge (situational approach) 

3. Commitment: Involvement of all team members in process 

4. Feedback: Where is a deficit? Should be constructive and critical! Necessary to remove obstacles 

5. Task complexity: increasing complexity means reducing motivation -> right degree, conditions do not frustrate

Q:

Goals and performance - Goals affect performance in four ways (Lock)


































(en-act di persistence)
A:

1. Directive function: goals bring effort in direction of relevant activities 

2. Energizing functions: high goals lead to greater efforts 

3. Persistence: tight deadlines lead to more rapid work than lose deadlines (goals should be time-bound) 

4. Action: sense of ownership, all cohesion multi components, activity to fulfill the goals

Q:

SMART Goal Setting

A:

Specific (Clarity)

Measurable (alternative: motivating)

Achievable (alternatives: agreed, accurate, aligned, attainable)

Relevant (alternative: realistic)

Timely (time-bound)

Q:

Limitations of goal setting theory

A:

1. Goals and risks: higher goal → higher risk strategy 

2. Learning goals and performance goals: 

LG: fulfillment of LG does not bring joy and doesn’t lead to improvement acc. to prev. studies 

PG: performance is increased but happiness gets decreased 

3. Goal conflict: goals of person/company vs. values of person/company

Q:

Path-Goal leadership theory (House & Mitchell, 1974)

A:

1. Define goals

2. Clarifies path

3. Removes obstacles

4. Provides support

Q:

Management

A:

1. Planning/Budgeting - establish agendas, set timetables, allocator of resources 

2. Organizing/Staffing - provides working structures, job placements, establish rules, JDs 

3. Controlling/Problem Solving – developing incentives (motivational aspects), develop sustainable solutions, find hidden lessons of problems 

4. Predictability/Order - is the degree to which a correct prediction or forecast of a system's state can be made, either qualitatively or quantitatively

LFIN (Nur das Wichtigste)

Erstelle und finde Lernmaterialien auf StudySmarter.

Greife kostenlos auf tausende geteilte Karteikarten, Zusammenfassungen, Altklausuren und mehr zu.

Jetzt loslegen

Das sind die beliebtesten StudySmarter Kurse für deinen Studiengang LFIN (Nur das Wichtigste) an der Universität Frankfurt am Main

Für deinen Studiengang LFIN (Nur das Wichtigste) an der Universität Frankfurt am Main gibt es bereits viele Kurse, die von deinen Kommilitonen auf StudySmarter erstellt wurden. Karteikarten, Zusammenfassungen, Altklausuren, Übungsaufgaben und mehr warten auf dich!

Das sind die beliebtesten LFIN (Nur das Wichtigste) Kurse im gesamten StudySmarter Universum

Die wichtigsten ~ 20%

Hochschule Fresenius

Zum Kurs
Wichtigste § KR

Hessische Hochschule für Polizei und Verwaltung

Zum Kurs
Fragen zur VL (nur wichtigstes)

Universität Regensburg

Zum Kurs
Eignung nur die Wichtigsten!

Hochschule Rhein-Waal

Zum Kurs

Die all-in-one Lernapp für Studierende

Greife auf Millionen geteilter Lernmaterialien der StudySmarter Community zu
Kostenlos anmelden LFIN (Nur das Wichtigste)
Erstelle Karteikarten und Zusammenfassungen mit den StudySmarter Tools
Kostenlos loslegen LFIN (Nur das Wichtigste)