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Engineering Management > Leadership > Flashcards

Leadership Flashcards

1
Q

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”.

A

leadership

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2
Q

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

A

leadership

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3
Q

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.

A

Leading

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4
Q

Difference of Leader and Managers

A

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.

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5
Q

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

A

Effective leadership

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6
Q

Kinds of Leadership

A

Formal Leaders
Informal Leaders

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7
Q

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.

A

Formal Leaders

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8
Q

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.

A

Informal Leaders

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9
Q

How Leaders Influence Others - Bases of Power

A

POSITION POWER
PERSONAL POWER

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10
Q

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

A

POSITION POWER

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11
Q

results from leader’s personal characteristics

A

PERSONAL POWER

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12
Q

Types of Position Power

A

LEGITIMATE POWER/ AUTHORITY
REWARD POWER
COERCIVE POWER

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13
Q

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.

A

LEGITIMATE POWER/ AUTHORITY

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14
Q

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.

A

REWARD POWER

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15
Q

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.

A

COERCIVE POWER

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16
Q

Types of Personal Power

A

EXPERT POWER
REFERENT POWER

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17
Q

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).

A

EXPERT POWER

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18
Q

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

A

REFERENT POWER

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19
Q

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

A

TRAIT THEORIES

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20
Q

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:

A

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

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21
Q

General view of what good leaders have in common.

A

EXTRAVERSION
CONSCIENTIOUSNESS
OPENNESS
EMOTIONAL INTELLIGENCE

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22
Q

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

A

EXTRAVERSION

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23
Q

individual who are disciplines and keep commitments that they make.

A

CONSCIENTIOUSNESS

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24
Q

creative & flexible

A

OPENNESS

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25
Q

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

A

EMOTIONAL INTELLIGENCE

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26
Q

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

A

Communication Skills
Problem-Solving
Emotional Intelligence
Adaptability
Vision

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27
Q

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.

A

Communication Skills

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28
Q

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

A

Problem-Solving

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29
Q

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

A

Emotional Intelligence

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30
Q

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

A

Adaptability

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31
Q

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.

A

Vision

32
Q

Ways Leaders Use Power and Leadership

A

Transformational Leadership
Transactional Leadership
Servant Leadership
Autocratic Leadership
Democratic Leadership

33
Q

__________ 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.

A

Transformational Leadership

34
Q

__________ 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.

A

Transactional Leadership

35
Q

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

A

Servant Leadership

36
Q

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

A

Autocratic Leadership

37
Q

_________ 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.

A

Democratic Leadership

38
Q

II. Orientation Towards Task and People

A

Task-Oriented Leaders
People-Oriented Leaders

39
Q

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.

A

Task-Oriented Leaders

40
Q

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.

A

People-Oriented Leaders

41
Q

Contingency Approaches to Leadership Style

A

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

42
Q

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

A

Fiedler’s Contingency Model

43
Q

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.

A

LEAST PREFFERED COWORKER (LPC):

44
Q

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

A

Leader-Member Relations

45
Q

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.

A

Task Structure

46
Q

power inherent in the leadership position.

A

Position Power

47
Q

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

A

The Most Favorable Situation

48
Q

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

A

The Least Favorable Situation

49
Q

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

A

TASK-ORIENTED LEADERS

50
Q

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

A

RELATIONSHIP-ORIENTED LEADERS

51
Q

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.

A

Hershey and Blanchard Situational Leadership Model

52
Q

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

A

READINESS

53
Q

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.

A

Job Readiness (Task Competence

54
Q

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

A

Psychological Readiness (Commitment):

55
Q

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.

A

Telling / Directing Style (S1)

56
Q

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.

A

Selling / Coaching Style (S2

57
Q

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.

A

Participating / Supporting Style (S3

58
Q

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.

A

Delegating (S4)

59
Q

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

A

Path-Goal Model Leadership

60
Q

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

A

The Path-Goal Model

61
Q

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

A

Directive Leadership

62
Q

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

A

Supportive Leadership

63
Q

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

A

Participative Leadership

64
Q

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

A

Achievement-Oriented Leadership

65
Q

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.

A

Vroom’s Decision-Making Model

66
Q

Five Decision-Making Styles:

A

AUTOCRATIC I
AUTOCRATIC II
CONSULTATIVE I
CONSULTATIVE II
GROUP II

67
Q

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

A

AUTOCRATIC I

68
Q

the leader obtains data from subordinates and then decides.

A

AUTOCRATIC II

69
Q

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

A

CONSULTATIVE I

70
Q

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

A

CONSULTATIVE II

71
Q

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

A

GROUP II

72
Q

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.

A

Autocratic

73
Q

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.

A

Consultative

74
Q

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

A

Group

75
Q
A

Engineering Management (6 decks)

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