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NCM 119 Lec > Chapter 1 > Flashcards

Chapter 1 Flashcards

1
Q

Ability to influence other people

A

Covey

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2
Q

Process of directing and influencing the task related
activities of group members

A

Stoner

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3
Q

Influencing some type of group, to work towards achievement of a group goals

A

Bryman

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4
Q

Process of empowering beliefs and teaching others to top
their full capabilities by shifting the beliefs that have been
limiting them

A

Robbins

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5
Q

Process of social transaction in which the person influences
others

A

Merton

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6
Q

Process of persuasions and example by which an individual
induced group to take work and action that is accord to
with leader’s purpose or a shared purpose of all

A

Gardner

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7
Q

Process by which a person inspires a group of constituents to work together using appropriate means to common
mission and goal

A

Holloman

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8
Q

Process of stimulating to strive willingly to attain organizational objectives giving them the experience to attain the common objectives and satisfactions with the type of leadership provided

A

Flores

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9
Q

Process of influence, in which the leader influences, inspires or encourages others toward achieving a goal

A

Yuki

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10
Q

It is a process in which leaders make vision so palpable and seductive that everybody is willing to sign on

A

Bennis

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11
Q

Process where the nurse influences one or more persons to achieve specific goals in providing nursing care to the patients

A

Nursing Leadership

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12
Q

Asserts that some people are born to lead whereas others are born to be led

A

GREAT MAN THEORY

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13
Q

Assumes that some people have certain characteristics or personality traits that make them better leaders than others

A

Trait Theory

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14
Q

Positive traits

A

Bring people to progress
Transcend their own traits to people who will become leaders
Effective leaders build leaders while leading”

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15
Q

Negative Traits

A

Take people to destruction
Destroy rather than build
Ineffective leaders build incompetent followers

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16
Q

Traits of a leader

A

Emotionally stable and with composure. Calm and confident.
Admitting errors. Owing up to their mistakes, rather than putting energy into covering up
Good interpersonal relationship. Can communicate and persuade others without resorting negativity
Intellectual scope understanding a wide range of expertise

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17
Q

Traits of a leader by?

A

Reeves

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18
Q

determine whether or not a person can be effective leader

A

Individual character theory

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19
Q

Do and act/made, not born/experiences and observations

A

BEHAVIORAL THEORIES

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20
Q

people act the way they do depending on self-perception and their environment

A

Behavioral theory

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21
Q

Autocratic, powerful, directive, controlling

A

AUTHORITARIAN LEADERSHIP STYLE

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22
Q

Does not consult others

A

Authoritarian leadership style

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23
Q

Do not give chance to others in decision making

A

Authoritarian LS

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24
Q

Subordinates are expected to obey orders without asking explanations

A

Authoritarian LS

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25
Q

Staff is motivated by rewards and punishments

A

Authoritarian LS

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26
Q

Do not trust employees

A

Authoritarian LS

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27
Q

Things are done according to policy

A

Bureaucratic LS

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28
Q

Enforces the rules

A

Bureaucratic Ls

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29
Q

“by the book”

A

Bureaucratic LS

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30
Q

BLS is effective when?

A

This style can be effective when:
1. Performing routine task
2. Standards/procedures are to be understood
3. Working on dangerous/delicate equipment
4. Safety/security training is conducted
5. Performing task that requires handling of cash

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31
Q

Participative

A

Democratic Leadership Style

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32
Q

Well informed staff

A

Democratic LS

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33
Q

o Share in decision making/problem solving responsibilities

A

Democratic LS

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34
Q

Staffs are allowed to perform task according to the standards

A

Democratic LS

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35
Q

o Leader is the coach who has the final say

A

Democratic LS

36
Q

Encourages team building and participation

A

Democratic LS

37
Q

o No direction from the leader

A

Laissez-faire leadership style

38
Q

Staff has so much freedom

A

Laissez-faire leadership style

39
Q

o Staff determine the goals

A

Laissez-faire LS

40
Q

Staff makes the decision

A

Laissez-faire LS

41
Q

o Staff resolves problems on their own

A

Laissez-faire LS

42
Q

This style can be effective when
1. Staffs are highly skilled, experienced, and educated

A

Laissez-faire LS

43
Q

Staffs have pride in their work

A

Laissez-faire LS

44
Q

Staff specialist/consultant

A

Laissez-faire LS

45
Q

Staff is trustworthy and experienced

A

Laissez-FS

46
Q

The leader to consider a number of factors when deciding what action to take

A

SITUATIONAL/CONTIGENCY THEORIES

47
Q

“Law of the Situation”

A

Situational/ contingency theory

48
Q

Groups with low to moderate maturity who are unable, unwilling, and unsure

A

1-Telling

49
Q

o Leader provides direction and close supervision

A

1- Telling

50
Q

Groups with low to moderate maturity who are unable but are willing and confident

A

2- Selling

51
Q

o The leader can give clear direction and supportive feedback to get the task done

A

2-Selling

52
Q

o Groups with moderate to high maturity who are able but unwilling or unsure

A

3-Participating

53
Q

o Leader can give support and encouragement

A

3-Participating

54
Q

Groups with high maturity who are able and ready to participate and can engage in the task without direction or
support

A

4- Delegating

55
Q

Framework of situational Leadership by Benner

A
  1. Novice nurse
  2. Advance beginners
  3. Competent nurse
  4. Proficient nurse
  5. Expert nurse
56
Q

Motivates the follower

A

Transactional Leadership

57
Q

o Competitive

A

Transactional Leadership

58
Q

o Focus on the accomplishment

A

Transactional Leadership

59
Q

o Promotes employee development

A

Transformational Leadership

60
Q

Attends to needs and motivate

A

Transformational Leadership

61
Q

o Optimistic

A

Transformational L

62
Q

o Encourages creativity

A

Transformational Leadership

63
Q

o Uses role modeling

A

Transformational L

64
Q

o Provides self-direction

A

Transformational L

65
Q

Encourage self-management o Visible, communicates more

A

Transformational L

66
Q

Competencies of transformational leadership

A
  1. Management of attention
  2. Management of meaning
  3. Management of trust
  4. Management of self
67
Q

Uses their gift from God according to the grace given to them

A

SERVANT LEADERSHIP

68
Q

Stimulation of a certain behavior is to seek and achieve goals to satisfy the needs of a person

A

6 – MOTIVATIONAL THEORY

69
Q

Leaders can affect the performance, satisfaction, motivation of the group through rewards, clarification of paths to meet the goals, and removal of obstacle in work performance

A

Path Goal THEORY

70
Q

Leadership Styles of Path Goal Theory

A
  1. Directive
  2. Supportive
  3. Participative
  4. Achievement oriented
71
Q

Interactive leadership “affirms the uniqueness of each individual” and motivating them to “contribute their unique talents to a common Goal by

A

Interactional Leadership Theory
By Brandt

72
Q

Supports democratic leadership (Ouchi) Japanese Style

A

Theory Z

73
Q

Consensus decision making

A

Theory Z

74
Q

Examining the long-term consequences of management decision making

A

Theory Z

75
Q

Fitting employee to their jobs

A

Theory Z

76
Q

Strong bonds of responsibility between superiors and subordinates

A

Theory Z

77
Q

o Job security

A

Theory Z

78
Q

Slower promotions

A

Theory Z

79
Q

o Holistic concern for workers

A

Theory Z

80
Q

Accepting the family, kins, friends and others in accordance to a person’s status

A

Social Acceptance

81
Q

This is the source of tremendous worry and anxiety after social acceptance

A

Social Mobility

82
Q

Advancement to the social scale and to another socioeconomic level

A

Economic Security

83
Q

Hard working and dedicated
Introvert and formal
Serious worker

A

Manager by libro

84
Q

With formal training in management Systematic
Analytical
Bookish

A

Manager by Libro

85
Q

Learn skills by oido “ears” based on practical experience
Vast field of experience
Lack of formal management and education

A

Manager “by OIDO”

86
Q

OTHER NEGATIVE MANAGEMENT

A

o Management by Porma
o Management by Pakiramdam o Management by Singit
o Turo-turo Management
o Lamangan
o Bolahan
o Utakan

NCM 119 Lec (12 decks)

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