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Engineering Management > Chapter 8: Leading > Flashcards

Chapter 8: Leading Flashcards

1
Q

Is that management function which involves influencing others to engage in the work behaviors necessary to reach organizational goals

A

Leading

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2
Q

Refers to the ability of a leader to exert force on another

A

Power

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3
Q

A person who occupies a higher position has this power over persons in lower positions within the organization.

A

Legitimate Power

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4
Q

When a person has the ability to give rewards to anybody who follows orders or requests.

A

Reward Power

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5
Q

Refer to money or other tangible benefits like cars, house and lot, etc.

A

Material Rewards

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6
Q

Consist of recognition, praises, etc.

A

Psychic Rewards

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7
Q

When a person compels another to comply with orders through threats or punishment

A

Coercive Power

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8
Q

When a person can get compliance from another because the latter would want to be identified with the former

A

Referent Power

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9
Q

Provide specialized information regarding their specific lines of expertise

A

Experts

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10
Q

Is possessed by people with great skills in technology

A

Expert Power

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11
Q

The process of influencing and supporting others to work enthusiastically toward achieving objectives

A

Leadership

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12
Q

Persons with this are those identified as willing to accept responsibility, possess vigor, initiative, persistence, and health.

A

Personal Drive

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13
Q

Leaders with this trait will always have a reservoir of extra efforts which can be used whenever needed

A

The Desire to Lead

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14
Q

Means and includes honesty, honour, incorruptibility, rectitude, righteousness, uprightness, and similar virtues.

A

Personal Integrity

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15
Q

Trait for when activities of leaders require moves that will produce the needed outputs

A

Self-Confidence

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16
Q

Is one desirable trait that a leader can use to tide him over many challenging aspects of leadership

A

Analytical Ability

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17
Q

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

A

Knowledge of the Company, Industry or Technology

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18
Q

A person is said to have this trait when this person has sufficient personal magnetism that leads people to follow his directives

A

Charisma

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19
Q

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

A

Creativity

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20
Q

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

A

Flexibility

21
Q

These are skills a leader must possess to enable him to understand and make decisions about work processes, activities, and technology

A

Technical Skills

22
Q

These skills refer to the ability of a leader to deal with people, both inside and outside the organization

A

Human Skills

23
Q

These skills refer to the ability to think in abstract terms, to see how parts fit together to form the whole

A

Conceptual Skills

24
Q

This style is used when the leader’s approach emphasizes rewards

A

Positive Leadership

25
Q

This style is used when punishment is emphasized by the leader

A

Negative Leadership

26
Q

These are leaders who make decisions themselves, without consulting subordinates

A

Autocratic Leaders

27
Q

Is effective in emergencies and when absolute followership is needed

A

Autocratic Style

28
Q

Leaders that openly invites his subordinates to participate or share decisions, policy-making and operation methods

A

Participative Leader

29
Q

Leaders who set objectives and allow employees or subordinates relative freedom to do whatever it takes to accomplish these objectives

A

Free-Rein Leaders

30
Q

Another name for free-rein leaders

A

laissez-faire leaders

31
Q

When leaders considers employees as human beings of intrinsic importance and with individual and personal need to satisfy

A

Employee Orientation

32
Q

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

A

Task Orientation

33
Q

An effort to determine through research which managerial practices and techniques are appropriate in specific situations

A

Contingency Approach

34
Q

leadership is effective when the leader’s style is appropriate to the situation

A

Fiedler’s Contingency Model

35
Q

Model that suggests that the most important factor affecting the selection of a leader’s style is the development or maturity level of subordinate

A

Hersey and Blanchard Situational Leadership Model

36
Q

Is for people who lack competence but are enthusiastic and committed

A

Directing

37
Q

Is for people who have some competence but lack commitment

A

Coaching

38
Q

Is for people have competence but lack of confidence or motivation

A

Supporting

39
Q

Is for people who have both competence and commitment

A

Delegating

40
Q

Where the leader focuses on clear task assignments, standards of successful performance, and work scheedules

A

Directive Leadership

41
Q

Where subordinates are treated as equals in a friendly manner while striving to improve their well-being

A

Supportive Leadership

42
Q

Where the leader consults with subordinates to seek their suggestions and then seriously considers those suggestions while making decisions

A

Participative Leadership

43
Q

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

A

Achievement-oriented leadership

44
Q

Is one that prescribes the proper leadership style for various situations, focusing on the appropriate degrees of delegation of decision-making authority

A

Vroom’s Decision-Making Model

45
Q

Leader solves the problem or makes the decision himself using available information

A

A-1

46
Q

Leader obtains necessary information from subordinates, then decides

A

A-2

47
Q

Leader approaches subordinates individually getting their ideas then makes decision

A

C-1

48
Q

Leader shares the problem with subordinates as a group, obtaining their collective ideas and suggestions, then decides.

A

C-2

49
Q

Leader shares the problem with subordinates as a group, lets the group generate and evaluate alternative solutions, and then collectively decides

A

G-2

Engineering Management (12 decks)

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