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Business Management > Chapter 8 - Leading > Flashcards

Chapter 8 - Leading Flashcards

1
Q

Define Leading

A
  • Ability to influence employees to voluntarily pursue organisational goals
  • Involves process of creating vision, inspiring commitment and directing human effort towards objective
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2
Q

List the 5 Sources of Power.

A
  1. Legitimate
  2. Reward
  3. Coercive
  4. Expert
  5. Referent
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3
Q

Define Legitimate Power

A
  • Results from managers’ formal positions within the organisation
  • Subordinates’ perception that manager’s position gives him/her the right ot instruct them what to do and they therefore should obey him/her
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4
Q

Define Reward Power

A
  • Results from managers’ ability to reward their subordinates
  • Rewards must be enticing to followers
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5
Q

Define Coercive Power

A
  • Results from managers’ ability to punish their subordinates
  • Punishment must be feared by followers
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6
Q

Define Expert Power

A
  • Results from one’s expertise
  • Knowledge must be valued
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7
Q

Define Referent Power

A
  • Derived from one’s personal attraction to another due to charisma, looks etc.
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8
Q

What are the 2 Types of Leaders?

A
  • Formal

Leadership recogised by the organisation

  • Informal

No formal recognition

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9
Q

Define Behavioural Approach

A
  • Observe behaviours of leaders and how they lead to success/failure
  • Used in Blake & Mouton Managerial Grid
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10
Q

Define Contingency Approach

A
  • Relationship between Leadership Styles and specific Situations
  • Used in Hersey & Blanchard Theory
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11
Q

In relation to the Blake & Mouton Managerial Grid

Define Concern for People

A
  • Manager’s interest in developing mutual trust with subordinates
  • Promotion of two-way communication and being sensitive to their needs
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12
Q

In relation to the Blake & Mouton Managerial Grid

Define Concern for Production

A
  • Involves manager’s preoccupation with results such as work performance and profits
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13
Q

In relation to the Blake & Mouton Managerial Grid

What is Impoverished Management? Where is it on the Managerial Grid?

A
  • (1,1)
  • Low concern for both people and production
  • Exerts only the least amount of effort necessary to
  • Worst type of management
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14
Q

In relation to the Blake & Mouton Managerial Grid

What is Country Club Management? Where is it on the Managerial Grid?

A
  • (1,9)
  • Low concern for production and high concern for people
  • Promotes environment where workers are relaxed and happy even if at the expense of work
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15
Q

In relation to the Blake & Mouton Managerial Grid

What is Organisation Man Management? Where is it on the Managerial Grid?

A
  • (5,5)
  • Medium concern for both
  • Compromised option
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16
Q

In relation to the Blake & Mouton Managerial Grid

What is Authority-Obedience Management? Where is it on the Managerial Grid?

A
  • (9,1)
  • Low concern for people and high concern for production
  • Preoccupied with work results
  • Autocratic style of leadership
17
Q

In relation to the Blake & Mouton Managerial Grid

What is Team Management? Where is it on the Managerial Grid?

A
  • (9,9)
  • High concern for both people and production
  • High output through committed subordinates based on mutual trust, respect and realisation of interdependence
  • Most effective style
18
Q

In relation to the Blake & Mouton Managerial Grid

Discuss the Advantages of Team Management

A
  • Improved performance
  • Lower absenteeism
  • Lower employee turnover
  • Greater employee satisfaction
19
Q

Define Worker Task-Relevant Readiness

A
  • Ability and willigness to take responsibility for directing one’s behaviour at work
  • Components include:
    • Job readiness
    • Psychological readiness
20
Q

Define what R1 is and describe the Characteristics of R1 Workers

A

Definition

  • Low task-relevant readiness

Characteristics

  • Insecure
  • Neither willing nor able to take responsibility of their own work
21
Q

Define what R2 is and describe the Characteristics of R2 Workers

A

Definition

  • Moderately low task-relevant readiness

Characteristics

  • Confident
  • Willing but not able to face responsibility for guiding their own work
22
Q

Define what R3 is and describe the Characteristics of R3 Workers

A

Definition

  • Moderately high task-relevant readiness

Characteristics

  • Insecure
  • Able but not willing to take responsibility for guiding their own work
23
Q

Define what R4 is and describe the Characteristics of R4 Workers

A
  • High task-relevant readiness
  • Confident
  • Willing and able to take responsibility
24
Q

Define what S1 is and describe the Situation it should be used in

A

Telling

  • High task behaviour, low relationship behaviour
  • Reader gives explicit directions and supervises work closely
25
Q

Define what S2 is and describe the Situation it should be used in

A

Selling

  • High task behaviour, high relationship behaviour
  • Leader attempts to “sell” his ideas to the group by explaining task directions in a persuasive manner
26
Q

Define what S3 is and describe the Situation it should be used in

A

Participating

  • Low task behaviour, high relationship behaviour
  • Leader emphasizes shared ideas and decisions
27
Q

Define what S4 is and describe the Situation it should be used in

A

Delegating

  • Very low task behaviour, low relationship behaviour
  • Leader allows the group to take responsibility for task decisions

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