being an effective leader

Question 1

Leading:

Answer 1

process by which
managers use motivation and
other skills to guide and influence
the actions of others to
accomplish the business’s goals
and objectives

Question 2

Leadership style:

Answer 2

Encompasses
the traits, skills, and behaviors
that leaders and managers use
when they interact with
subordinates.

Question 3

formal leader

Answer 3

has an official title and role

Question 4

informal leader

Answer 4

someone who takes charge and is subject matter expert

Question 5

Trait theories

Answer 5

1920 & 30s early leadership theories
either born a leader or not
intelligence, socialbility, heaight, perserverence

Question 6

behavioral theories

Answer 6

1940 and 50s looked at what effective leaders do, rather than leaders themselves

Question 7

3 behavioral leadership styles

Answer 7

1. authoritarian - my way or highway
2. democratic- involves employees
3. laissez-faire- hands off, employees know what they should be doing

Question 8

2 dimensions of successful leader behavior (ohio state)

Answer 8

1. structuring
2. considerations

Question 9

structuring

Answer 9

Behaviors focus on defining roles so that goals are reached, setting
clear procedures and standards, establishing formal lines of communication, giving
directions, and setting deadlines.

Question 10

considerations

Answer 10

Behaviors focus on developing positive interpersonal relationships
with employees involving support, trust, and friendship and being considerate of
employees’ well-being and satisfaction

Question 11

2 styles of leadership based on leaders (university of Michigan)

Answer 11

1. Production-oriented
2. Employee-orientated
   can only be one or the other

Question 12

The managerial grid (blake and mouton 1985)

Answer 12

Shows possible combinations of
leadership regarding concern for
people and concern for production.
* Blake and Mouton advocated that the
9,9 leader was most successful, but
research did not always support that it
was effective.

Question 13

Contingency Models of Leadership

Answer 13

contigent on a situation,
How effective a leader is contingent on the interaction between:
* What the leader is like (traits)
* What he or she does (behavior)
* The situation
fielder contigency model

Question 14

Fielder model shortcomings

Answer 14

leadership style is fixed

Question 15

Path-goal model (1971)

Answer 15

which leaders select specific behaviors that are best
suited to the followers’ needs and the working environment so
that they can guide and support followers to perform well and
meet goals (by giving them a clear path without obstacles)

Question 16

Directive style:

Answer 16

For followers with low abilities who
don’t mind supervision

Question 17

Supportive style

Answer 17

For capable employees involved in
simple tasks

Question 18

Participative style

Answer 18

For employees who want to be
involved and the task is complex.

Question 19

Achievement-oriented:

Answer 19

When employees want tough
goals.

Question 20

Hersey and blanchard’s situational leadership model
2 dimensions

Answer 20

readiness level
1. Task (directive) behaviors – used to get work
done using directives
2. Relationship (supportive) behaviors – listening
and encouraging

Question 21

Telling style:

Answer 21

Telling style: Use this direct approach when employees are low in readiness.

Question 22

• Selling style

Answer 22

The leader explains what needs to be done and why it is important.

Question 23

• Participating style

Answer 23

Employee can do the job but lacks confidence. Leader shares
ideas and is supportive.

Question 24

Delegating style:

Answer 24

When employees are competent and motivated, the lead uses a
low-task and low-relationship style.

Question 25

Comtemporary leadership

Answer 25

Contemporary Leadership theories build on past
research to explain how effective leaders:
* Interact and build relationships with followers
* Motivate and support followers
* Use their influence and powers

Question 26

Transactional leaders (contemporary)
lower level leaders

Answer 26

Lead primarily by using social exchanges
with followers along with exchanging
rewards (or in some cases punishments)
for completion of certain tasks/goals.
* This type of leader sets goals for
followers and motivates them mostly by
using rewards and punishments.
* Works within the organizational culture
to maintain the status quo

Question 27

transformational leaders (contemporary)

Answer 27

-inspire followers to look at
problems in new ways
-motivating them to work together
toward a shared vision and (often)
extraordinary goals.
* A transformational leader is energetic,
inspiring, inclusive, collaborative,
emotionally intelligent, empowering, and
respected.

Question 28

Charismatic leaders

Answer 28

*uses their personality and actions to
motivate and inspire
performance, trust, and commitment.
* have a strategic
vision and are sensitive
* Inspire confidence

Question 29

• Visionary leaders
  (contemporary)

Answer 29

• Create and communicate an energizing
  vision of the future that provides
  direction for strategic planning and goal
  setting.
• enthusiasm and emotions of
  their followers.
• help of followers
• create new opportunities in the market

Question 30

Authentic leader

Answer 30

• genuine, dont try to imitate someone
  -sense of ethics
  -involve followers

Question 31

servant leadership

Answer 31

share power with employees
serve employees
needs of employees ahead of their own
support community

Question 32

Delegation process

Answer 32

• A manager assigns a task outside the subordinate’s job description.
• The subordinate receives responsibility and authority for decisions and resources.
• Managerial effectiveness is measured by results achieved through others.
• Delegation frees managers to focus on planning and organizing.

Question 33

steps in delegation process

Answer 33

reparation: The manager needs to decide what to
delegate and to whom and develop objectives and a
timeline. A manager shouldn’t delegate certain tasks,
such as discipline, sensitive situations, etc.
2. Discussion: The delegation discussion includes
communication of objectives, resources available,
deadlines, and how results will be evaluated.
3. Monitoring: The manager monitors the employee’s
progress. Checkpoints along the way.
4. Evaluation: At the end of the task the manager
evaluates performance based on the objectives and
the results agreed upon at the beginning of this
process.

Question 34

Reverse
Delegation

Answer 34

When an employee agrees to a task
and then comes back to the manager
later with an explanation of why they
cannot complete the task.
* The employee tries to put the task
back on the manager