CHAPTER8 Flashcards
(130 cards)
1
Q
that management function which “involves
influencing others to engage in the work behaviors necessary to reach organizational goals.”
A
Leading
2
Q
refers to the ability of a leader to exert force on another.
A
power
2
Q
while leading refers to the _____, leadership refers to the ______.
A
function, process
3
Q
Leaders are said to be able to
influence others because of the ______ they possess.
A
power
3
Q
engineer managers are expected to maintain effective work forces. To be able to do so, they are required to ______
A
perform leadership roles.
3
Q
person who occupies a higher
position has ________ over persons in lower positions within the organization.
A
Legitimate 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
4
Q
supervisor, for instance, can issue orders to the workers in his unit. Compliance can be expected.
A
Legitimate Power.
4
Q
refer to money or other tangible
benefits like cars, house and lot, ete.
A
Material rewards
5
Q
When a person has the ability to give rewards to anybody who follows orders or requests, he is said to have ____.
A
reward power
5
Q
Punishment may take the
form of :
A
demotion, dismissal, witholding of promotion, ete.
6
Q
Rewards may be classified into
two forms: .
A
material and psychic
7
Q
consist of recognition, praises, etc.
A
Psychic rewards
8
Q
When a person compels another to
comply with orders through threats or punishment, he is said to possess ______.
A
coercive power
8
Q
Experts provide specialized information’
regarding their specific lines of expertise.
A
Expert Power.
9
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.
10
Q
This influence,
called expert power, is possessed by people with great skills
in _______.
A
technology
11
Q
exercised by environmetal scientists was enough to force governments throughout the
world to pass legislations favorable to environmental
protection.
A
The expert power
12
Q
may be referred to as “the process of
influencing and supporting others to work enthusiastically toward achieving objectives.”’
A
Leadership
12
Q
There are certain leadership traits identified by researchers and which may be useful in developing effective leaders. These traits are as follows:
A
- a high level of personal drive
2.the desire to lead
3.personal integrity
4.self-confidence
5.analytical ability or judgment
6.knowledge of the company, industry or technology
7.charisma
8.creativity
9.flexibility
13
Q
Leadership is expected of
any _________ in charge of any unit or division.
A
manager
13
Q
Persons with drive are those identified as willing to accept responsibility, possess vigor,
initiative, persistence, and health.
A
Personal Drive.
14
Q
is a very important leadership trait because of the possibility of failure
in every attempt to achieve certain goals.
A
drive
15
Q
There are some persons who have
all the qualifications for leadership, yet they could not become leaders because they lack one special requirement:
A
The Desire to Lead.
16
Even if they are forced to act as leaders, they will not be effective because their efforts will be _____.
half-hearted
17
leaders with a ______ will always have a reservoir of extra efforts which can be used whenever needed.
desire to lead
18
person who is well-regarded by
others as one who has integrity possesses one trait of a leader.
Personal Integrity.
18
One who does not have _______ will -
have a hard time convincing his subordinates about the necessity of completing various tasks.
personal integrity
19
If this is the case, the leader will, then, resort to “exercising his” authority and getting things done entirely by the use or threat of use of the ___________ vested in him by virtue of the rank and position he occupies in the hierarchy.”
coercive powers
19
the __________ costs
will be too high to be maintained for a desirable length of time. As it is, the better option is to have personal
integrity.
economic and emotional
20
According to ______, integrity means and includes “honesty, honour, incorruptibility, rectitude, righteousness, uprightness, and similar virtues.
V.K. Saraf
20
According to V.K. Saraf, integrity means and includes
honesty, honour, incorruptibility, rectitude, righteousness, uprightness, and similar virtues.
21
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.
Self-Confidence.
22
almost inevitably consummate salesmen who
radiate enormous contagious _______
self-confidence.
23
_______ was very precise when he declared self confidence as one of the traits of a good leader
Wess Roberts
23
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 and self-reliant
23
Leaders are, oftentimes, faced with
difficulties that prevent the completion of assigned tasks.
Analytical Ability.
24
subordinate, for instance, may have a record of conti- nually failing to produce the needed output. A leader with sufficient skill to determine the root cause of the pro- blem may be able to help the subordinate to improve his production,
Analytical Ability.
24
is one desirable trait that a leader can use to tide him over many challenging aspects of leadership.
The ability to analyze
24
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.
Knowldege of the Company, Industry or Technology.
25
Acompany, for example, may be the industry leader because it satisfies the need of its particular market, i.e., providing quality products at affordable prices. When a
competing firm is fast catching up with the leader, and the leader’s managers know this, they will better serve the interest of their company.
Knowldege of the Company, Industry or Technology.
26
When a person has sufficient personal
magnetism that leads people to follow his directives, this person is said to have ______
charisma.
26
when used properly, _______ will help the leader” in achieving his goals. With some adjustments, subordinates may be expected to do their tasks willingly.
charisma
26
“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 inno vative, and as a direct solution to an identified problem situation.”
Ronnie Millevo , creativity
26
As leaders are tasked to provide solutions to problems besetting their particular units or divisions, _______ will be a very useful trait.
creativity
27
Problems, are oftentimes, complex
and challenging, and if they are, the leader will need all the _______ he has.
creative abilities
27
People differ in the way they do their work.
One will adapt a different method from another persons method.
Flexibility.
28
A leader who allows this situation as long as the required outputs are produced, is said to be ________.
flexible
28
It allows the other means of achieving goals when the prescribed manner is not appropriate.
wisdom in being flexible.
28
Leaders need to have various skills to be effective. They are:
1. technical skills
2. human skills, and
3. conceptual skills.
29
These are skills a leader must
possess to enable him to understand and make decisions about work processes, activities, and technology.
Technical Skills.
30
is the specialized knowledge needed to perform a job.
Technical Skills.
30
when a leader has the technical skill related to his area of responsibility, he will be more _________ his functions.
confident in performing
31
The engineer manager, for instance, must
be able to perform engineering jobs, if he wants to maintain a motivated work force.
Technical Skills.
31
The manager of an electrical engineering firm
must possess the skill to install and maintain electrical facilities and equipment.
technical skills
31
The engineer manager of a construction firm must have sufficient _______ to undertake construction
works.
technical skills
31
Apart from motivating, human skills include :
coaching, communicating, morale building, training and development, help and supportiveness, and delegating.
32
The punishment may take the form of
reprimand, suspension, or dismissal.
32
These skills refer to the ability of a
leader to deal with people, both inside and outside organization.
Human Skills.
32
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.
33
These skills refer to “the ability” to think in abstract terms, to see how parts fit together
to form the whole
Conceptual Skills.
33
A very basic requirement for effect ive implementation is a ________________of what must be done. A leader without sufficient conceptual skills will fail to achieve this.
clear and well-expressed presentation
33
good leaders must know how to get along
with people, __________, and ___________.
motivate them, and inspire them.
34
The reward may be noneconomic like
membership in an advisory committee.
34
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.
34
There are two ways, a leader may approach people. to motivate them.
positive leadership and negative leadership.
34
When the leader's approach emphasizes rewards, the style used is ________
positive leadership.
34
The reward may be economic, like an
increase in monthly salary,
34
When punishment is emphasized by the leader, the style is said to be _________,
negative leadership
34
Leaders, sometimes, alternately use positive and negative leadership depending on the _________________.
characteristics of the individual subordinates
34
Leadership styles also vary according to how power is used. They are as follows:
1.autocratic,
2.participative,
3.free-rein.
35
the disadvantage of autocratic leadership
leader “receives little, if any, information and ideas his people as inputs. into his decision-making.”
35
The _______ style is effective in emergencies and when absolute followership is needed
autocratic
35
Leaders who make decisions
themselves, without consulting subordinates
Autocratic Leaders.
35
Motivation takes the form of threats, punishment, and intimidation of all kinds.
Autocratic Leaders.
36
advantage of participative leadership
generates a lot of good ideas.
increased support for decisions and the reduction
36
when a leader openly invites
his subordinates to participate or share in decisions, policy-making and operation methods, he is said to be
Participative Leaders.
37
disadvantage of participative
is that it is time-consuming and frustrating to people who prefer to see a quick decision reached.
37
Free-Rein Leaders are also referred as
laissez-faire leaders.
37
This leadership style is most applicable to certain organizations manned by professionals like doctors and engineers.
Free-Rein Leaders.
38
there is full managerial delegation resulting to optimum utilization of time and resources. This happens because many people are motivated to full effort only if given this kind of free-rein.
free-rein leadership
38
Leaders who set objectives ‘and allow employees or subordinates relative freedom to dé whatever it takes to accomplish these objectives,
Free-Rein Leaders.
39
The weakness of free-rein leadership
there is very little managerial control and a high degree of risk.
40
Leaders may be classified according to how they view tasks and people. Consequently, a leader may either be:
1.employee oriented
2.task oriented.
41
Aleader is said to be ___________ when he considers employees as human beings
of “intrinsic importance and with individual and personal need to satisfy.
Employee Orientation.
42
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
petting the work done.
task-oriented
42
is “an effort to determine through research which managerial practices ;and techniques are appropriate in specific situations.”
contingency approach
43
The situational atior characteristi vary from organization to organization. To be effective, the situation must fit 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.
43
developed by Hersey and Blanchard 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
43
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
43
ccording to ______, “leadership is effective when the leader's style is appropriate to the situation.
Fred Fiedler, Fiedler’s Contingency Model
43
Maturity has two components:
1. job skills and knowledge, and
2. psychological maturity.
43
Fiedler’s Contingency Model situational characteristics is determined by three
principal factors:
1. the relations between leaders and followers
2. the structure of the task, and
3. the power inherent in the leader’s position.
44
blanchard and others elaborated on the leadership
styles appropriate for the various maturity level of subordiates. They are as follows
Style 1: Directing
Style 2: Coaching
Style 3: Supporting
Style 4: Delegating
44
is for people who have some competence but lack commitment. They need direction
and supervision because they’re-still relatively inexperienced.
Coaching
44
is for people who lack competence but are enthusiastic and committed. They need
direction and supervision to get them started.
Directing
44
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
44
They also need support and praise to build their self-esteem, and involvement in decision-making to restore their commitment.
Coaching
45
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
46
Low ability + low willingness
Style 1 = DIRECTING
47
Low ability + high willingness
Style 2 — COACHING
48
Style 2 — COACHING -
direct and support
48
Style 1 = DIRECTING —
structure, control, and supervise
49
espoused by Robert J. House and Terence R. Mitchell, stipulates that leader- ship 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
49
By using the path-goal model, it is assumed that ef- fective leaders can enhance subordinate motivation by:"
1. clarifying the subordinate’s perception of work goals,
2. linking meaningful rewards with goal attain- ment, and
3. explaining how goals and desired rewards can be achieved.
50
High ability + low willingness
Style 3 - SUPPORTING
50
High ability + high willingness
Style 4 — DELEGATING
51
Style 3 - SUPPORTING —
raise, listen, and facilitate
51
Style 4 — DELEGATING —
turn over responsibility for day-to-day
decision-making
51
first path goal process
Leader identifies employee needs
51
second path goal process
appropriate goals are established
52
third path goal process
Leader connects rewards with goals
52
fourth path goal process
Leader provides assistance on employee path toward goals
53
fifth path goal process
employee becomes satisfied and motivated and
they accept the leader
54
sixth path goal process
effective performance occurs
55
seventh path goal process
both employees and organization better reach their goals
56
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
57
where the leader focuses. on clear task assignments, standards of successful performance, and work schedules.
Directive leadership
58
where subordinates | are treated as equals in a friendly manner while striving to improve their well-being.
Supportive leadership
59
where the leader consults with subordinates to seek their sug- gestions and then seriously considers those suggestions when making decisions.
Participative leadership
60
is one that prescribes the proper leadership style for various situations, focu- sing on the appropriate degrees of delegation of decision- making authority.
Vroom’s model of leadership
60
where the leader set challenging goals, emphasize excel- lence, and seek continuous improvement while maintaining a high degree of confidence that subordinates will meet difficult challenges in a responsible manner.
Achievement-oriented leadership
61
Leader solves the problem or makes
the decision himself using available
information.
AUTOCRATIC LEADER
61
Five distinct decision-making styles are identified under the Vroom model.
Two of them are autocratic, two others are consultative, and one is group directed.
62
Leader obtains necessary information A
from subordinates, then decides.
AUTOCRATIC LEADER
63
Leader approaches subordinates
individually getting their ideas then
makes decision,
CONSULTATIVE LEADER
64
Leader shares the problem with subordinates as a group, obtaining their collective ideas and suggestions, then decides.
CONSULTATIVE LEADER
65
Leaders need to have__________________ to be effective.
technical, human, and conceptual skills
65
Leader shares the problem with subordinates as a group. Lets the group generate and evaluate alternative solutions, and then collectively decides.
GROUP DIRECTED
66
Managers are expected to provide the required outputs by utilizing the various inputs including !abor. Those who provide labor, however, will perform when properly led. As such, engineer managers are required to possess _____________
leadership skills.
