Chapter 8 - Leading Flashcards
Define Leading
- Ability to influence employees to voluntarily pursue organisational goals
- Involves process of creating vision, inspiring commitment and directing human effort towards objective
List the 5 Sources of Power.
- Legitimate
- Reward
- Coercive
- Expert
- Referent
Define Legitimate Power
- 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
Define Reward Power
- Results from managers’ ability to reward their subordinates
- Rewards must be enticing to followers
Define Coercive Power
- Results from managers’ ability to punish their subordinates
- Punishment must be feared by followers
Define Expert Power
- Results from one’s expertise
- Knowledge must be valued
Define Referent Power
- Derived from one’s personal attraction to another due to charisma, looks etc.
What are the 2 Types of Leaders?
- Formal
Leadership recogised by the organisation
- Informal
No formal recognition
Define Behavioural Approach
- Observe behaviours of leaders and how they lead to success/failure
- Used in Blake & Mouton Managerial Grid
Define Contingency Approach
- Relationship between Leadership Styles and specific Situations
- Used in Hersey & Blanchard Theory
In relation to the Blake & Mouton Managerial Grid
Define Concern for People
- Manager’s interest in developing mutual trust with subordinates
- Promotion of two-way communication and being sensitive to their needs
In relation to the Blake & Mouton Managerial Grid
Define Concern for Production
- Involves manager’s preoccupation with results such as work performance and profits
In relation to the Blake & Mouton Managerial Grid
What is Impoverished Management? Where is it on the Managerial Grid?
- (1,1)
- Low concern for both people and production
- Exerts only the least amount of effort necessary to
- Worst type of management
In relation to the Blake & Mouton Managerial Grid
What is Country Club Management? Where is it on the Managerial Grid?
- (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
In relation to the Blake & Mouton Managerial Grid
What is Organisation Man Management? Where is it on the Managerial Grid?
- (5,5)
- Medium concern for both
- Compromised option
In relation to the Blake & Mouton Managerial Grid
What is Authority-Obedience Management? Where is it on the Managerial Grid?
- (9,1)
- Low concern for people and high concern for production
- Preoccupied with work results
- Autocratic style of leadership
In relation to the Blake & Mouton Managerial Grid
What is Team Management? Where is it on the Managerial Grid?
- (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
In relation to the Blake & Mouton Managerial Grid
Discuss the Advantages of Team Management
- Improved performance
- Lower absenteeism
- Lower employee turnover
- Greater employee satisfaction
Define Worker Task-Relevant Readiness
- Ability and willigness to take responsibility for directing one’s behaviour at work
- Components include:
- Job readiness
- Psychological readiness
Define what R1 is and describe the Characteristics of R1 Workers
Definition
- Low task-relevant readiness
Characteristics
- Insecure
- Neither willing nor able to take responsibility of their own work
Define what R2 is and describe the Characteristics of R2 Workers
Definition
- Moderately low task-relevant readiness
Characteristics
- Confident
- Willing but not able to face responsibility for guiding their own work
Define what R3 is and describe the Characteristics of R3 Workers
Definition
- Moderately high task-relevant readiness
Characteristics
- Insecure
- Able but not willing to take responsibility for guiding their own work
Define what R4 is and describe the Characteristics of R4 Workers
- High task-relevant readiness
- Confident
- Willing and able to take responsibility
Define what S1 is and describe the Situation it should be used in
Telling
- High task behaviour, low relationship behaviour
- Reader gives explicit directions and supervises work closely
Define what S2 is and describe the Situation it should be used in
Selling
- High task behaviour, high relationship behaviour
- Leader attempts to “sell” his ideas to the group by explaining task directions in a persuasive manner
Define what S3 is and describe the Situation it should be used in
Participating
- Low task behaviour, high relationship behaviour
- Leader emphasizes shared ideas and decisions
Define what S4 is and describe the Situation it should be used in
Delegating
- Very low task behaviour, low relationship behaviour
- Leader allows the group to take responsibility for task decisions
