Leadership

Question 1

the process of influencing others to understand and agree about what needs to be done and how to do it, and the process of facilitating individual and collective efforts to accomplish shared objectives”.

Answer 1

leadership

Question 2

“a process whereby an individual influences a group of individuals to achieve a common goal

Answer 2

leadership

Question 3

is a multifaceted aspect of engineering management, where a manager or leader assumes the role of guiding and influencing a team to achieve common goals.

Answer 3

Leading

Question 4

Difference of Leader and Managers

Answer 4

LEADER:
Intuitive and more visionary.
Primarily concerned with results.
Obtain their power from below.

MANAGER:
Rational problem solvers.
Concerned with the efficiency of results.
Obtain their power from above.
Perform other administrative function such as planning, organizing, decision-making and communicating.

Question 5

goes beyond just issuing orders; it involves motivating, inspiring, and setting the direction for a project or team.

Answer 5

Effective leadership

Question 6

Kinds of Leadership

Answer 6

Formal Leaders
Informal Leaders

Question 7

are vested with formal authority and they generally have a measure of legitimate power. They rely on expedient combination of reward, coercive, referent and expert power.

Answer 7

Formal Leaders

Question 8

lack formal authority. When satisfied with their jobs they become valuable assets of the organization. When they are not satisfied, they become liabilities. Their power to motivate people can be used to convince employees to cause harm to the organization.

Answer 8

Informal Leaders

Question 9

How Leaders Influence Others - Bases of Power

Answer 9

POSITION POWER
PERSONAL POWER

Question 10

is the power derived as a consequence of the leader’s position

Answer 10

POSITION POWER

Question 11

results from leader’s personal characteristics

Answer 11

PERSONAL POWER

Question 12

Types of Position Power

Answer 12

LEGITIMATE POWER/ AUTHORITY
REWARD POWER
COERCIVE POWER

Question 13

this power emanates from a person’s position in the organization.

– This power arises from a leader’s formal position within the organization. It is the authority delegated to them by the organization and is critical for making decisions, setting policies, and enforcing rules.

Answer 13

LEGITIMATE POWER/ AUTHORITY

Question 14

this power emanates from one’s ability to grant rewards to those who comply with a command or request. The leader’s capacity to provide promotions, money, praise, and other rewards influences the behavior of subordinates.

This can be a powerful motivator for achieving specific performance goals.

Answer 14

REWARD POWER

Question 15

arises from the expectation of subordinates that they will punish if they do not conform to the wishes of the leader. The punishment can take form of dismissal, suspension, and a transfer to a less desirable task. It is reduced by the presence of unions and organizational policies on employee treatment.

Answer 15

COERCIVE POWER

Question 16

Types of Personal Power

Answer 16

EXPERT POWER
REFERENT POWER

Question 17

an expert who possess and can dispense values information generally exercise expert power over those in need of such information.

depends on the education, training,and experience. (doctor, lawyers, comspel).

Answer 17

EXPERT POWER

Question 18

ability of leaders to develop followers from the strength of their own personalities.

leaders who possess this have a personal magnetism, an air of confidence and a passionate belief in objectives that attract and hold followers.

Team members follow _______ leaders because they admire and respect them.

Michael Jackson, Nelson Mandela and Mother Theresa were the examples

Answer 18

REFERENT POWER

Question 19

personal attributes such as physical appearance, intelligence, and self-confidence.

Answer 19

TRAIT THEORIES

Question 20

were found to be inadequate in explaining the basis for effective leadership. It was found out that the average person who occupies a position of leadership exceeds the average number of his group to some degree:

Answer 20

a. Sociability
b. Persistence
c. Initiative
d. Knowing How to Get Things Done
e. Self-Confidence
f. Alertness
g. Cooperativeness
h. Popularity
i. Adaptability
j. Verbal Facility

Question 21

General view of what good leaders have in common.

Answer 21

EXTRAVERSION
CONSCIENTIOUSNESS
OPENNESS
EMOTIONAL INTELLIGENCE

Question 22

individuals who are like being around people and can assert themselves.

Answer 22

EXTRAVERSION

Question 23

individual who are disciplines and keep commitments that they make.

Answer 23

CONSCIENTIOUSNESS

Question 24

creative & flexible

Answer 24

OPENNESS

Question 25

able to understand and manage their personal feelings and emotions, as well as their emotions towards other individuals.

Answer 25

EMOTIONAL INTELLIGENCE

Question 26

Effective leaders often possess a combination of specific traits and skills:

Answer 26

Communication Skills Problem-Solving Emotional Intelligence Adaptability Vision

Question 27

Clear and effective communication is essential for conveying ideas, expectations, and feedback. Leaders must be able to articulate their vision and instructions to the team.

Answer 27

Communication Skills

Question 28

Leaders should excel at identifying and addressing complex problems. They must be resourceful and capable of making informed decisions.

Answer 28

Problem-Solving

Question 29

Understanding and managing emotions, both one's own and those of team members, is crucial for creating a positive and productive work environment.

Answer 29

Emotional Intelligence

Question 30

The ability to adapt to changing circumstances and make necessary adjustments is essential. Leaders must remain agile in the face of challenges.

Answer 30

Adaptability

Question 31

Providing a clear and inspiring vision for the team's future helps align team members toward a common purpose and motivates them to achieve their goals.

Answer 31

Vision

Question 32

Ways Leaders Use Power and Leadership

Answer 32

Transformational Leadership Transactional Leadership Servant Leadership Autocratic Leadership Democratic Leadership

Question 33

__________ leaders inspire and motivate their team through a compelling vision. They encourage creativity and innovation, fostering a sense of purpose and passion among team members.

Answer 33

Transformational Leadership

Question 34

__________ leaders focus on task-oriented aspects of management, such as setting clear expectations, monitoring performance, and providing rewards or penalties based on individual or team achievements.

Answer 34

Transactional Leadership

Question 35

______ leaders prioritize the needs of their team members, focusing on providing support, resources, and opportunities for growth. They lead by serving and empowering others.

Answer 35

Servant Leadership

Question 36

leaders make decisions unilaterally, without significant input from the team. This approach is effective in emergencies or when immediate, decisive action is required.

Answer 36

Autocratic Leadership

Question 37

_________ leaders involve team members in the decision-making process, considering their input and reaching consensus when possible. This style encourages collaboration and ownership of decisions.

Answer 37

Democratic Leadership

Question 38

II. Orientation Towards Task and People

Answer 38

Task-Oriented Leaders People-Oriented Leaders

Question 39

These leaders prioritize achieving goals, maintaining efficiency, and delivering results. They are highly focused on the task at hand and often excel in situations where objectives need to be met with precision and timeliness.

Answer 39

Task-Oriented Leaders

Question 40

People-oriented leaders place a high emphasis on team satisfaction, well-being, and development. They build strong relationships with team members, fostering a positive work environment and often promoting collaboration and employee growth.

Answer 40

People-Oriented Leaders

Question 41

Contingency Approaches to Leadership Style

Answer 41

Fiedler’s Contingency Model Hershey and Blanchard Situational Leadership Model Path-Goal Model Leadership Vroom’s Decision-Making Model

Question 42

effective group performance depends on the proper match between the leader’s style and the degree to which the situation favors the leader.

Answer 42

Fiedler’s Contingency Model

Question 43

measures leadership style. It is an instrument that assesses the degree of positive or negative feelings held by a person toward someone with whom he or she least prefers to work. Low Scores on ____is a reflection of the leader who is task-oriented or controlling and with a structuring leadership style. High Scores on ____ reflect a leadership style that is relationship-oriented or one that is passive and considerate.

Answer 43

LEAST PREFFERED COWORKER (LPC):

Question 44

degree of confidence, trust and respect the followers have in their leader.

Answer 44

Leader-Member Relations

Question 45

the tasks the followers are engaged in are structured. It is high when clearly specified and known: What followers are supposed to do How they will do it When, in what sequence it is to be done. What decision options they have It is low when the task is in unclear, ambiguous, or unspecifiable.

Answer 45

Task Structure

Question 46

power inherent in the leadership position.

Answer 46

Position Power

Question 47

exists when there are good leader-member relations, high task structure and strong position power.

Answer 47

The Most Favorable Situation

Question 48

happens when there are poor relations, low degree of structure, and weak position power

Answer 48

The Least Favorable Situation

Question 49

tend to perform better situations that are either highly favorable or highly unfavorable.

Answer 49

TASK-ORIENTED LEADERS

Question 50

perform best when the situation is moderately liked and possesses some power, and the job tasks for subordinates are somewhat favorable or moderately favorable.

Answer 50

RELATIONSHIP-ORIENTED LEADERS

Question 51

A leader’s style should be determined by matching it with the maturity level (readiness) of each subordinate. The leader must know follower’s readiness and then use a leadership style that fits the level. The leader must know follower’s readiness and then use a leadership style that fits the level.

Answer 51

Hershey and Blanchard Situational Leadership Model

Question 52

refers to the ability and willingness of subordinates to take responsibility for directing their own behavior.

Answer 52

READINESS

Question 53

a person who has high of this has the knowledge and abilities to perform the job w/o a manager structuring or directing the work.

Answer 53

Job Readiness (Task Competence

Question 54

a person high of this has the self-motivation and desire to do high-quality of work.

Answer 54

Psychological Readiness (Commitment):

Question 55

At this stage, team members have low competence and low commitment. Leaders use a directive style, providing specific instructions and close supervision. It is best for low follower readiness. The direction provided by this style defines roles for people who are unable and unwilling to take responsibility for themselves. It eliminates any insecurity about the task that must be done.

Answer 55

Telling / Directing Style (S1)

Question 56

In this stage, team members show low competence but high commitment. Leaders focus on both task guidance and relationship building. It is best for low to moderate follower readiness. This style offers both task directions and support for people who are unable but willing to take task responsibility. It involves combining a directive approach with explanation and reinforcement in order to maintain enthusiasm.

Answer 56

Selling / Coaching Style (S2

Question 57

Team members in this stage have moderate competence and variable commitment. Leaders use a more participative style, involving team members in decision-making. It is best for moderate to high follower readiness. Able but unwilling followers require supportive behavior in order to increase their motivation by allowing followers to share in decision-making, this style helps enhance the desire to perform a task.

Answer 57

Participating / Supporting Style (S3

Question 58

At this stage, team members have high competence and commitment. Leaders take a hands-off approach, allowing team members to take ownership of their work. It is best for high readiness. This style provides little in terms of direction and support for the task at hand. It allows able and willing followers to take responsibility for what needs to be done.

Answer 58

Delegating (S4)

Question 59

leader’s job is to create a work environment through structure, support, and rewards that helps employees reach the organization’s goals.

Answer 59

Path-Goal Model Leadership

Question 60

focuses on enhancing team performance by addressing individual needs and removing obstacles. Leaders can adopt various leadership styles to achieve this, including

Answer 60

The Path-Goal Model

Question 61

Leaders clarify roles, set goals, and provide clear directions. This style is useful when team members need guidance and structure.

Answer 61

Directive Leadership

Question 62

This approach involves providing emotional support, showing empathy, and maintaining a positive work environment. It's effective when team members require reassurance and encouragement.

Answer 62

Supportive Leadership

Question 63

Leaders involve team members in decision-making, seeking their input and opinions. This style can boost morale and engagement.

Answer 63

Participative Leadership

Question 64

Leaders set challenging goals and high-performance standards. This approach is suitable for motivating high-achieving team members.

Answer 64

Achievement-Oriented Leadership

Question 65

Also known as The Leader-Participation Model and Decision-Making Model of Leadership and/or Normative Decision Model by Victor and Philip Yetton. Revised by Vroom and Arthur Jago. View leadership as a decision-making process in which the leader examines certain factors within the situation to determine which decision-making style will be most effective.

Answer 65

Vroom’s Decision-Making Model

Question 66

Five Decision-Making Styles:

Answer 66

AUTOCRATIC I AUTOCRATIC II CONSULTATIVE I CONSULTATIVE II GROUP II

Question 67

the leader individually solves the problem using the information already available.

Answer 67

AUTOCRATIC I

Question 68

the leader obtains data from subordinates and then decides.

Answer 68

AUTOCRATIC II

Question 69

the leader explains the problem to individual subordinates & obtains ideas from each before deciding.

Answer 69

CONSULTATIVE I

Question 70

the leader meets with a group of subordinates to share the problem and obtain input and decides.

Answer 70

CONSULTATIVE II

Question 71

the leader shares problems with a group and facilitates a discussion of alternatives aiming to reach a group agreement on a solution.

Answer 71

GROUP II

Question 72

In this style, leaders make decisions independently, without consulting team members. This approach is suitable when quick decisions are needed or when the leader possesses the most expertise on a particular issue.

Answer 72

Autocratic

Question 73

Leaders in this style gather input from team members before making a decision. It's effective for achieving buy-in from team members and considering diverse perspectives.

Answer 73

Consultative

Question 74

In this style, leaders facilitate group discussions and seek consensus before making decisions. This approach fosters collaboration and can lead to more innovative solutions.

Answer 74

Group