Chapter 8 Flashcards
1
Q
This is that management function which involves influencing others to engage in the work behaviors necessary to reach organizational goals.
A
Leading
2
Q
Complete the analogy.
leading : function = leadership : __________
A
process
3
Q
This refers to the ability of a leader to exert force on another.
A
Power
4
Q
The power possessed by leaders may be classified according to various bases. They are as follows:
A
- legitimate power
- reward power
- coercive power
- referent power
- expert power
5
Q
A person who occupies a higher position has _______________ over persons in lower positions within the organization. A supervisor, for instance, can issue orders to the workers in his unit. Compliance can be expected.
A
legitimate power
6
Q
When a person has the ability to give rewards to anybody who follows orders or requests, they are said to have this.
A
Reward Power
7
Q
Rewards may be classified into
two forms:
A
material and psychic
8
Q
These refer to money or other tangible benefits like cars, house and lot, etc.
A
Material rewards
9
Q
These consist of recognition, praises, etc.
A
Psychic rewards
10
Q
When a person compels another to comply with orders through threats or punishment, they are said to possess _____________. Punishment may take the
form of demotion, dismissal, withholding of promotion, etc.
A
coercive power
11
Q
When a person can get compliance from another because the latter would want to be identified with the former, that person is said to have ______________.
A
referent power
12
Q
Experts provide specialized information
regarding their specific lines of expertise. This influence is possessed by people with great skills in technology.
A
expert power
13
Q
This may be referred to as the process of influencing and supporting others to work enthusiastically toward achieving objectives.
A
Leadership
14
Q
Traits of Effective Leaders
A
- a high level of personal drive
- the desire to lead
- personal integrity
- self-confidence
- analytical ability or judgment
- knowledge of the company, industry or technology
- charisma
- creativity
- flexibility
15
Q
These are those identified as willing to accept responsibility, possess vigor,
initiative, persistence, and health.
A
Persons with drive
16
Q
This is a very important leadership trait because of the possibility of failure
in every attempt to achieve certain goals.
A
Drive
17
Q
If a chosen way to reach a goal is not successful, a leader finds another way to reach it, even if it precedes a succession of failed attempts. This will, of course, require a high level of __________ from the leader.
A
personal drive
18
Q
A plant director of the Polo plant of San Miguel Corporation between 1992 and 1994.
A
Paul Mediarito
19
Q
There are some persons who have all the qualifications for leadership, yet they could not become leaders because they lack one special requirement: the_____________.
A
desire to lead
20
Q
Even if they are forced to act as leaders, they will not be effective because their efforts will be half-hearted. Leaders with this trait will always have a reservoir of extra efforts which can be used whenever needed.
A
desire to lead
21
Q
One who does not have this will have a hard time convincing his subordinates about the necessity of completing various tasks. If this is the case, the leader will, then, resort to exercising their authority and getting things done entirely by the use or threat of use of the coercive powers vested in them by virtue of the rank and position he occupies in the hierarchy.
A
personal integrity
22
Q
According to _________, integrity means and includes honesty, honour, incorruptibility, rectitude, righteousness, uprightness, and similar virtues.
A
V.K. Saraf
23
Q
This means and includes honesty, honour, incorruptibility, rectitude, righteousness, uprightness, and similar virtues.
A
integrity
24
Q
The activities of leaders require moves that will produce the needed outputs. The steps of conceptualizing, organizing, and implementing will be completed if sustained efforts are made. For the moves to be continuous and precise, ___________ is necessary.
A
self-confidence
25
___________ and company found in a study they conducted that leaders of mid-sized, high growth companies were almost inevitably consummate salesmen who
radiate enormous contagious self-confidence.
McKinsey
26
___________ was very precise when he declared the following as one of the traits of a good leader:
“A chieftain cannot win if he loses his nerve. He should be self-confident and self-reliant and even if he does not win, he will know he has done his best.”
Wess Roberts
27
According to Wess Roberts, a chieftain cannot win if he loses his nerve. He should be ___________ and __________ and even if he does not win, he will know he has done his best.
self-confident , self-reliant
28
Leaders are, oftentimes, faced with
difficulties that prevent the completion of assigned tasks. A subordinate, for instance, may have a record of continually failing to produce the needed output. A leader
with sufficient skill to determine the root cause of the problem may be able to help the subordinate to improve his production. Which trait of an effective leader is being described?
Analytical ability
29
This is one desirable trait that a leader can use to tide them over many challenging aspects of leadership.
Analytical ability
30
A leader who is well-informed about their company, the industry where the company belongs, and the technology utilized by the industry, will be in a better position to provide directions to their unit. Which trait of an effective leader is being described?
Knowledge of the Company, Industry, or Technology
31
When a person has sufficient personal
magnetism that leads people to follow their directives, this person is said to have this.
charisma
32
Great personalities in history like __________, ___________, __________, ___________, ___________ and others are said to possess charisma.
Napoleon Bonaparte, Julius Caesar, Adolf
Hitler, George Washington, Elvis Presley
33
When used properly, this will help the leader in achieving his goals. With some adjustments, subordinates may be expected to do their tasks willingly.
charisma
34
_____________ defines creativity as the
ability to combine existing data, experience, and preconditions from various sources in such a way that the results will be subjectively regarded as new, valuable, and innovative, and as a direct solution to an identified problem situation.
Ronnie Millevo
35
This is the ability to combine existing data, experience, and preconditions from various sources in such a way that the results will be subjectively regarded as new, valuable, and innovative, and as a direct solution to an identified problem situation.
Creativity
36
People differ in the way they do their work.
One will adapt a different method from another persons method. A leader who allows this situation as long as the required outputs are produced, is said to possess this trait.
flexibility
37
There is wisdom in being _________. It allows the other means of achieving goals when the prescribed manner is not appropriate.
flexible
38
Leaders need to have various skills to be effective. They are:
1. technical skills
2. human skills
3. conceptual skills
39
These are skills a leader must possess to enable them to understand and make decisions about work processes, activities, and technology.
Technical skills
40
This is the specialized knowledge needed to perform a job.
Technical skill
41
When a leader has the __________ related to their area of responsibility, they will be more confident in performing their functions. The engineer manager, for instance, must be able to perform engineering jobs, if they want to maintain a motivated work force.
technical skill
42
These skills refer to the ability of a
leader to deal with people, both inside and outside organization. Good leaders must know how to get along with people, motivate them, and inspire them.
Human skills
43
Apart from motivating, human skills include:
coaching, communicating, morale building, training and development, help and supportiveness, and delegating
44
These skills refer to the ability to think in abstract terms, to see how parts fit together to form the whole.
Conceptual skills
45
A very basic requirement for effective implementation is a __________________. A leader without sufficient conceptual skills will fail to achieve this.
clear and well-expressed presentation of what must be done
46
Those in positions of leadership exhibit a pattern of behavior that is unique and different from other patterns. This total pattern of behavior is called ______________.
leadership style
47
There are several approaches used in classifying leadership styles. They are as follows:
1. According to the ways leaders approach people to motivate them.
2. According to the way the leader uses power.
3. According to the leader’s orientation towards task and people.
48
There are two ways, a leader may approach people to motivate them. They are:
1. positive leadership
2. negative leadership
49
When punishment is emphasized by the leader, the style is said to be ____________. The punishment may take the form of reprimand, suspension, or dismissal.
negative leadership
50
When the leader's approach emphasizes rewards, the style used is _____________. The reward may be economic, like an increase in monthly salary, or it may be noneconomic like membership in an advisory committee.
positive leadership
51
Leadership styles also vary according to how power is used. They are as follows:
1. autocratic
2. participative
3. free-rein
52
Leaders who make decisions themselves, without consulting subordinates are called
_________________. Motivation takes the form of threats, punishment, and intimidation of all kinds.
autocratic leaders
53
This is effective in emergencies and when absolute followership is needed. An example is a civil engineer in charge of constructing a temporary bridge over one that has been currently damaged.
autocratic style
54
When a leader openly invites their subordinates to participate or share in decisions, policy-making and operation methods, they are said to be a _____________.
participative leader
55
The disadvantage of this is that the leader receives little, if any, information and ideas
his people as inputs into his decision-making.
autocratic leadership
56
The advantage of this is that it generates a lot of good ideas. Another advantage is the
increased support for decisions and the reduction of the chance that they will be unexpectedly undermined.
participative leadership
57
The disadvantage of this is that it is time-consuming and frustrating to people who prefer to see a quick decision reached.
participative leadership
58
Leaders who set objectives and allow employees or subordinates relative freedom to do whatever it takes to accomplish these objectives, are called ______________.
free-rein leaders
59
Free-rein leaders are also referred to as _________________.
laissez-faire leaders
60
This leadership style is most applicable to certain organizations manned by professionals like doctors and engineers. An example is the engineering department of a university which is headed by the dean.
Free-rein leadership
61
The weakness of this leadership is that there is very little managerial control and a high degree of risk. If the leader does not know well the competence and integrity of their people and their ability to handle this kind of freedom, the result could be disastrous.
free-rein leadership
62
Leaders may be classified according to how they view tasks and people. Consequently, a leader may either be:
1. employee-oriented
2. task-oriented
63
A leader is said to be _____________ when he considers employees as human beings
of intrinsic importance and with individual and personal need to satisfy.
employee-oriented
64
A leader is said to be ______________ if he places stress on production and the technical aspects of the job and the employees are viewed as the means of
getting the work done.
task-oriented
65
This is an effort to determine through research which managerial practices and techniques are appropriate in specific situations.
contingency approach
66
The various contingency approaches are as follows:
1. Fiedler’s Contingency Model
2. Hersey and Blanchard’s Situational Leadership Model
3. Path-Goal Model of Leadership
4. Vroom's Decision-Making Model
67
According to ___________, leadership is effective when the leader's style is appropriate to the situation.
Fred Fiedler
68
According to Fred Fiedler, leadership is effective when the leader's style is appropriate to the situation. The situational characteristics is determined by three principal factors:
1. the relations between leaders and followers
2. the structure of the task
3. the power inherent in the leader’s position
69
The situational characteristics vary from organization to organization. To be effective, the situation must fit on the leader. If this is not so, the following may be tried:
1. Change the leader's trait or behaviors.
2. Select leaders who have traits or behaviors fitting the situation.
3. Move leaders around in. the organization until they are in positions that fit them.
4. Change the situation.
70
The situational leadership model developed by _______________ suggests that the most important factor affecting the selection of a leader’s style is the development (or maturity) level of subordinate.
Hersey and Blanchard
71
This suggests that the most important factor affecting the selection of a leader’s style is the development (or maturity) level of subordinate.
situational leadership model
72
The situational leadership model suggests that the most important factor affecting the selection of a leader’s style is the ___________________.
development (or maturity) level of subordinate
73
Maturity has two components:
1. job skills and knowledge
2. psychological maturity
74
Blanchard and others elaborated on the leadership styles appropriate for the various maturity level of subordinates. They are as follows:
1. Directing
2. Coaching
3. Supporting
4. Delegating
75
This is for people who lack competence but are enthusiastic and committed. They need
direction and supervision to get them started.
Directing
76
This is for people who have some
competence but lack commitment. They need direction and supervision because they’re-still relatively inexperienced. They also need support and praise to build their
self-esteem, and involvement in decision-making to restore their commitment.
Coaching
77
This is for people who have competence but lack of confidence or motivation. They do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation.
Supporting
78
This is for people who have both competence and commitment. They are able and willing to work on a project by themselves with little supervision or support.
Delegating
79
Identify the recommended style for the given development stage.
Low ability + low willingness
DIRECTING - structure, control, and supervise
80
Identify the recommended style for the given development stage.
Low ability + high willingness
COACHING - direct and willingness support
81
Identify the recommended style for the given development stage.
High ability + low willingness
SUPPORTING - praise, listen, and facilitate
82
Identify the recommended style for the given development stage.
High ability + high willingness
DELEGATING - turn over responsibility for day-to-day decision-making
83
The path-goal model of leadership espoused by __________ and __________, stipulates that leadership can be made effective because leaders can influence subordinate’s perceptions of their work goals, personal goals, and paths to goal attainment.
Robert J. House and Terence R. Mitchell
84
This stipulates that leadership can be made effective because leaders can influence subordinate’s perceptions of their work goals, personal goals, and paths to goal attainment.
path-goal model of leadership
85
By using the path-goal model, it is assumed that effective leaders can enhance subordinate motivation by:
1. clarifying the subordinate’s perception of work goals
2. linking meaningful rewards with goal attainment
3. explaining how goals and desired rewards can be achieved
86
The leadership styles which may be used by path-goal proponents are as follows:
1. Directive leadership
2. Supportive leadership
3. Participative leadership
4. Achievement-oriented leadership
87
This is where the leader focuses on clear task assignments, standards of successful performance, and work schedules.
Directive leadership
88
This is where subordinates are treated as equals in a friendly manner while striving to improve their well-being.
Supportive leadership
89
This is where the leader consults with subordinates to seek their suggestions and then seriously considers those suggestions when making decisions.
Participative leadership
90
This is where the leader set challenging goals, emphasize excellence, and seek continuous improvement while maintaining a high degree of confidence that subordinates will meet difficult challenges in a responsible manner.
Achievement-oriented leadership
91
This is one that prescribes the proper leadership style for various situations, focusing on the appropriate degrees of delegation of decision-making authority.
Vroom’s model of leadership/Vroom's Decision-Making Model
92
Five distinct decision-making styles are identified under the Vroom model. Two of them are _________, two others are _________, and one is group _________.
autocratic, consultative, directed
93
Leader solves the problem or makes
the decision himself using available
information. Identify the symbol, under which decision-making style, and degree of subordinate participation.
A-1, Autocratic Leader, None
94
Leader obtains necessary information
from subordinates, then decides. Identify the symbol, under which decision-making style, and degree of subordinate participation.
A-2, Autocratic Leader, Low
95
Leader approaches subordinates individually getting their ideas then makes decision. Identify the symbol, under which decision-making style, and degree of subordinate participation.
C-1, Consultative Leader, Moderate
96
Leader shares the problem with subordinates as a group, obtaining their collective ideas and suggestions, then decides. Identify the symbol, under which decision-making style, and degree of subordinate participation.
C-2, Consultative Leader, Moderate
97
Leader shares the problem with subordinates as a group. Lets the group generate and evaluate alternative solutions, and then collectively decides. Identify the symbol, under which decision-making style, and degree of subordinate participation.
G-2, Group-Directed, High
