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management test 2 > chapter 11 > Flashcards

chapter 11 Flashcards

1
Q

leadership

A

the process of inspiring others to work hard to accomplish important tasks

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2
Q

managerial power

A

position power and personal power

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3
Q

types of positional power

A

reward, coercive, legitiamate

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4
Q

reward power

A

the manager gives rewards for fulfilling requests

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5
Q

coercive power

A

the manager threatens punsihments for not fulfilling requests

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6
Q

legitimate power

A

the manager claims authority so others must do what they say

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7
Q

types of personal power

A

expertise, reference, relationshio

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8
Q

expertise power

A

the manager is seen as a source of knowledge and information

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9
Q

referent power

A

the manager is seen as a person with whom others identify

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10
Q

relationship power

A

the manager is seen as a trustworthy person with whom others are connected

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11
Q

vision

A

a clear sense of the future

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12
Q

visionary leadership

A

brings to the situation a clear sense of the future and an understanding of how to get there

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13
Q

human relations leader

A

focuses on peoples needs and building relationships

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14
Q

democratic leader

A

focuses on building participation and support for a shared purpose

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15
Q

laissez-faire leader

A

focuses on minimum effort to get work done

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16
Q

autocratic leader

A

focuses on efficiency of tasks and operations

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17
Q

contingency leadership

A

successful leadership varies by circumstances, task, leader, and followers
successful leadership style varies according to the situation and people involved

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18
Q

fiedler’s contingency model

A

least preferred coworker scale

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19
Q

Hersey-Blanchard

A

matches leadership style with the maturity of followers

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20
Q

participating - low task / high relationship

A

emphasizing shared ideas and participative decisions on task directions
followers - able but unwilling and insecure

21
Q

delegating - low task / low relationship

A

allowing the group to take responsibility, turns over decisions
followers - able, willing, confident

22
Q

selling - high task / high relationship

A

explaining task directions in a supportive and persuasive way
followers - unable but willing, confident

23
Q

telling - high task / low relationship

A

giving specific task directions and closely supervising work
followers - unable, unwilling, insecure

24
Q

House’s path-goal theory

A

help followers move along paths to achieve work and personal goals

25
Q

directive leader

A

lets others know what is expected, gives directions, maintains standards

26
Q

supportive leader

A

makes work more pleasant, treats others as equals, acts friendly, shows concern

27
Q

achievement oriented leader

A

sets challenging goals, expects high performance, shows confidence

28
Q

participative elader

A

involves others in decision making, asks for and uses suggestions

29
Q

vroom jago

A

decision quality is based on who has the information needed for problem solving

30
Q

decision quality

A

based on who has the information needed for problem solving

31
Q

authority decisions decision quality

A

leader makes the decisions

32
Q

group decisions decision quality

A

followers make the decisions

33
Q

decision acceptance

A

based on the importance of follower acceptance of the decision to its eventual implementation

34
Q

authority decisions decision acceptance

A

no need for follower acceptance

35
Q

group decision decision acceptance

A

necessity for group acceptance

36
Q

decision time

A

time avaliable to make and implement the decision

37
Q

authority decision decision time

A

lots of time to make and implement decision

38
Q

group decision decision time

A

low amount of time to make and implement decision

39
Q

consultative decisions

A

mix of authoritative and group - middle of the spectrum

40
Q

charasmatic leadership

A

inspired others, creates enthusiasm, and leads to extraordinary performance

41
Q

transactional leadership

A

directs the efforts of others through tasks, rewards, and structures

42
Q

transformational leadership

A

inspirational and arouses extraordinary effort and performance
raise confidence, aspirations, and performance

43
Q

emotional intelligence

A

ability to manage emotions in relationships

44
Q

interactive leadership

A

emphasizes communication, listening, and participation

45
Q

moral leadership

A

builds trust for integrity

46
Q

integrity

A

honest, credible, and consistent behavior that puts values into action and earns trust

47
Q

moral overconfidence

A

an overly positive view of one’s integrity and strength of character

48
Q

servant leadership

A

commitment to others, other-centered rather than self centered

49
Q

empowerment

A

gives others freedom to gain power, make decisions, and achievement influence

management test 2 (4 decks)

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