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Question 1

Autocratic leadership

Answer 1

Imposing decisions on a group with little or no prior discussion and limited individual choice allowed. There is strict control as advocated by Taylor and typically just top-down communication.

Question 2

blake mouton grid

Answer 2

graphical portrayal of leadership styles through a managerial
matrix. The matrix shows the type of management style in terms of their concern for people and concern for production

Question 3

Consultation

Answer 3

process in which one person or group discovers the views of another. After asking for their views the original strategy may be amended.

Question 4

Country club leadership

Answer 4

manager is most concerned about their team members’ needs and feelings assuming that, as long as they are happy and secure, they will work hard. What tends to be the result is a work environment that is very relaxed and fun, but where productivity suffers because there is a lack of direction and control.

Question 5

Decison trees

Answer 5

diagram showing options available and the probabilities of various possible outcomes resulting from these decisions.

Question 6

Democratic leadership

Answer 6

allowing group discussion to influence the final decision. Leaders mix informally with the subordinates and are known personally.

Question 7

Expected value

Answer 7

most likely financial outcome from a specific strategy adjusted to take into account the different probabilities of success and a failure.
Expected value

Question 8

Impovished leadership

Answer 8

low regard for creating systems that get the job
done, and with little interest in creating a satisfying or motivating team environment
manager’s results are inevitably disorganization, dissatisfaction and disharmony.

Question 9

Intution

Answer 9

use of a hunch or gut feeling to make decisions.

Question 10

Laissez faire leadership

Answer 10

leader has minimal input, delegating heavily

leaving staff to make necessary decisions.

Question 11

leadership

Answer 11

People who others naturally follow through inspiration and trust. Leaders may not necessarily be managers who have people who work for them, but the best managers are also leaders

Question 12

management

Answer 12

process of controlling people and getting things do via planning, organising controlling and directing.

Question 13

Manger centerd leadership

Answer 13

end of the Tannenbaum Schmidt continuum in which the manager makes decisions and announces it without consultation.

Question 14

Middle of road management

Answer 14

Manger tries to balance results and people

Compromise means mediocre performance levels

Question 15

Net gain

Answer 15

Expected beneift from a course of action after all costs have been paid

Used in decison tree analysis to work out the likely benefit of the action

Question 16

Opportunity cost

Answer 16

Cost of foregone alternative

Question 17

Probabilty

Answer 17

chance of something happening as a fraction or percentage.

Question 18

Produce or perish leadership

Answer 18

Managers who believe that their team’s needs are always secondary to its productivity. This type of manager is autocratic, has strict work rules, policies and procedures, and can view punishment as an effective way of motivating team members. This approach can drive impressive production results at first, but low team morale and motivation will ultimately affect people’s performance, and this type of leader will struggle to retain high performers.

Question 19

Resource constraints

Answer 19

limitations of quantity or quality of labour, materials, time and information and these limits make decision-making harder.

Question 20

Risk

Answer 20

possibility of loss on an investment or a return that is less than expected.

Question 21

SCIENTIFIC DECISION-MAKING

Answer 21

attempt to make logical decision based on data analysis

Question 22

Stakeholders

Answer 22

individual or group that is affected by any business decision. E.g. customers, workers, shareholders, local residents, creditors.

Question 23

Stakeholder engagement

Answer 23

Involving anyone who has an interest in the business’ decisions via consultation, negotiation or communication.

Question 24

Stakeholder power

Answer 24

level of influence that a stakeholder group has e.g. a pension company with a large shareholding can be an influential stakeholder voice.

Question 25

Stakeholder mapping

Answer 25

Plotting the level of interest and power that stakeholder shave on a grid. This enables the managers to decide how much to involve and react to various different stakeholders groups.

Question 26

SUBORDINATE–CENTRED LEADERSHIP

Answer 26

When managers give subordinates great freedom to operate. It is one end of the Tannenbaum-Schmidt Continuum.

Question 27

TANNENBAUM SCHMIDT CONTINUUM

Answer 27

shows where a manager’s approach lies on a
spectrum, running from the manager exerting rigid authority at one extreme, through to the
team having full freedom to act at the other.

Question 28

Team style leadership

Answer 28

leader who is passionate about his work and who does
the best he can for the people he works with. Team managers commit to their organization’s goals and mission, motivate the people who report to them, and work hard to get people to stretch themselves to deliver great results. But, at the same time, they’re inspiring figures who look after their teams. Someone led by a Team manager feels respected and empowered, and is committed to achieving their set goals.