Chapter 8: Leading Flashcards
Is that management function which involves influencing others to engage in the work behaviors necessary to reach organizational goals
Leading
Refers to the ability of a leader to exert force on another
Power
A person who occupies a higher position has this power over persons in lower positions within the organization.
Legitimate Power
When a person has the ability to give rewards to anybody who follows orders or requests.
Reward Power
Refer to money or other tangible benefits like cars, house and lot, etc.
Material Rewards
Consist of recognition, praises, etc.
Psychic Rewards
When a person compels another to comply with orders through threats or punishment
Coercive Power
When a person can get compliance from another because the latter would want to be identified with the former
Referent Power
Provide specialized information regarding their specific lines of expertise
Experts
Is possessed by people with great skills in technology
Expert Power
The process of influencing and supporting others to work enthusiastically toward achieving objectives
Leadership
Persons with this are those identified as willing to accept responsibility, possess vigor, initiative, persistence, and health.
Personal Drive
Leaders with this trait will always have a reservoir of extra efforts which can be used whenever needed
The Desire to Lead
Means and includes honesty, honour, incorruptibility, rectitude, righteousness, uprightness, and similar virtues.
Personal Integrity
Trait for when activities of leaders require moves that will produce the needed outputs
Self-Confidence
Is one desirable trait that a leader can use to tide him over many challenging aspects of leadership
Analytical Ability
A leader who is well-informed about his company, the industry where the company belongs, and the technology utilized by the industry, will be in a better position to provide directions to his unit
Knowledge of the Company, Industry or Technology
A person is said to have this trait when this person has sufficient personal magnetism that leads people to follow his directives
Charisma
The ability to combine existing data, experience, and preconditions from various sources in such way that the results will be subjectively regarded as new, valuable, and innovative, and as a direct solution to an identified problem situation
Creativity
People differ in the way they do their work. One will adapt to a different method from another person’s method. A leader who allows this situation as long as the required outputs are produced is said to possess this trait
Flexibility
These are skills a leader must possess to enable him to understand and make decisions about work processes, activities, and technology
Technical Skills
These skills refer to the ability of a leader to deal with people, both inside and outside the organization
Human Skills
These skills refer to the ability to think in abstract terms, to see how parts fit together to form the whole
Conceptual Skills
This style is used when the leader’s approach emphasizes rewards
Positive Leadership
This style is used when punishment is emphasized by the leader
Negative Leadership
These are leaders who make decisions themselves, without consulting subordinates
Autocratic Leaders
Is effective in emergencies and when absolute followership is needed
Autocratic Style
Leaders that openly invites his subordinates to participate or share decisions, policy-making and operation methods
Participative Leader
Leaders who set objectives and allow employees or subordinates relative freedom to do whatever it takes to accomplish these objectives
Free-Rein Leaders
Another name for free-rein leaders
laissez-faire leaders
When leaders considers employees as human beings of intrinsic importance and with individual and personal need to satisfy
Employee Orientation
When leaders places stress on production and the technical aspects of the job and the employees are viewed as the means of getting work done
Task Orientation
An effort to determine through research which managerial practices and techniques are appropriate in specific situations
Contingency Approach
leadership is effective when the leader’s style is appropriate to the situation
Fiedler’s Contingency Model
Model that 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 Situational Leadership Model
Is for people who lack competence but are enthusiastic and committed
Directing
Is for people who have some competence but lack commitment
Coaching
Is for people have competence but lack of confidence or motivation
Supporting
Is for people who have both competence and commitment
Delegating
Where the leader focuses on clear task assignments, standards of successful performance, and work scheedules
Directive Leadership
Where subordinates are treated as equals in a friendly manner while striving to improve their well-being
Supportive Leadership
Where the leader consults with subordinates to seek their suggestions and then seriously considers those suggestions while making decisions
Participative Leadership
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
Is one that prescribes the proper leadership style for various situations, focusing on the appropriate degrees of delegation of decision-making authority
Vroom’s Decision-Making Model
Leader solves the problem or makes the decision himself using available information
A-1
Leader obtains necessary information from subordinates, then decides
A-2
Leader approaches subordinates individually getting their ideas then makes decision
C-1
Leader shares the problem with subordinates as a group, obtaining their collective ideas and suggestions, then decides.
C-2
Leader shares the problem with subordinates as a group, lets the group generate and evaluate alternative solutions, and then collectively decides
G-2
