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BM 101 > Leadership > Flashcards

Leadership Flashcards

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1
Q

defined as the process of guiding and directing the behavior of people in the organization in order to achieve certain objectives.

A

Leadership

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2
Q
  • Intuitive and more visionary
  • Concerned with results
  • Obtain power from below
A

Leaders

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3
Q
  • Rational problem solvers
  • Perform other administrative function such as planning, organizing, decision-making and communicating
  • Concerned with the efficiency of results
  • Obtain power from above
A

Managers

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4
Q

Kinds of Leadership

A

Formal

Informal

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5
Q

refers to the process of influencing others to pursue official objectives.

A

Formal

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6
Q

refers to the process of influencing others to pursue unofficial objectives.

A

Informal

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7
Q

Classification of Power

A
  1. Position power

2. Personal power

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8
Q

Types of Position Power

A

Legitimate power
Reward power
Coercive power

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9
Q

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

A

Position Power

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10
Q

also referred to as authority, this power emanates from a person’s position in the organization.

A

Legitimate power

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11
Q

this power emanates from one’s ability to grant rewards to those who comply with a command or request.

A

Reward power

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12
Q

this power arises from the expectation of subordinates that they will be punished if they do not conform to the wishes of the leader.

A

Coercive power

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13
Q

result from the personal characteristics of the leader.

A

Personal Power

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14
Q

Types of Personal Power

A

Expert Power

Referent Power

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15
Q

this power depends on the education, training and experience of the leader.

A

Expert power

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16
Q

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

A

Referent power

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17
Q

Theories about Leadership

A
  1. Trait theories
  2. Behavioral theories
  3. Contingency theories
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18
Q

consider leaders to possess common traits, “leaders are born than made”.

A

Trait Theories

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19
Q

individuals who like being around people and are able to assert themselves.

A

Extraversion

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20
Q

– individuals who are disciplined and keep commitments that they make.

A

Conscientiousness

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21
Q

individuals who are creative and flexible.

A

Openness

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22
Q

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

A

Emotional intelligence

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23
Q

propose that specific behaviors differentiate leaders from nonleaders.

A

Behavioral Theories

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24
Q

The Two Dimensions of Leadership Behavior

A

Initiating Structure

Consideration

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25
Q

refers to the extent to which a leader is likely to define his or her role and those of employees in the search for goal attainment.

A

Initiating Structure

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26
Q

describes the degree to which the leader creates an environment of emotional support, warmth, friendliness and trust.

A

Consideration

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27
Q

The University of Michigan Studies:

Two Distinct Styles of Leadership

A

Job-centered

Employee-centered

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28
Q

set tight work standards, organized tasks carefully, prescribed the work methods to be followed and supervised closely.

A

Job-centered

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29
Q

managers encountered group members to participate in goal setting and other work decisions, and helped to ensure high performance by engendering trust and mutual respect.

A

Employee-centered

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30
Q

Nineteen Behaviors – Yukl Studies

A 
	Performance emphasis
	Consideration
	Praise-recognition
	Decision-participation
	Training-coaching
	Problem solving
	Work facilitation
	Inspiration
	Structuring reward contingencies
	Autonomy-delegation
	Goal setting
	Information dissemination
	Planning
	Coordinating
	Representation
	Interaction facilitation
	Conflict management
	Criticism-discipline
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31
Q

A graphic portrayal of a two dimensional view of leadership developed by Robert Blake and Jane Mouton. It is an approach to understanding a manager’s concern for production and concern for people.

A

The Managerial Grid

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32
Q

Who developed The Managerial Grip

A

Robert Blake and Jane Mouton

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33
Q

Leadership Styles - Managerial Grid

A

Impoverished Manager / The Indifferent

Country Club Manager / The Accommodating

Authority-obedience Manager / The Dictatorial

Organization Man Manager / The Status Quo

Team Manager / The Sound

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34
Q

evade and elude. In this style, managers have low concern for both people and production. Managers use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble. The main concern for the manager is not to be held responsible for any mistakes, which results in less innovation decisions.

A

Impoverished Manager / The Indifferent

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35
Q

yield and comply. This style has a high concern for people and a low concern for production. Managers using this style pay much attention to the security and comfort of the employees, in hopes that this will increase performance. The resulting atmosphere is usually friendly, but not necessarily very productive.

A

Country Club Manager / The Accommodating

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36
Q

in return. Managers using this style also pressure their employees through rules and punishments to achieve the company goals. This dictatorial style is based on Theory X of Douglas McGregor, and is commonly applied by companies on the edge of real or perceived failure. This style is often used in cases of crisis management.

A

Authority-obedience Manager / The Dictatorial

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37
Q

balance and compromise. Managers using this style try to balance between company goals and workers’ needs. By giving some concern to both people and production, managers who use this style hope to achieve suitable performance but doing so gives away a bit of each concern so that neither production nor people needs are met.

A

Organization Man Manager / The Status Quo

38
Q

contribute and commit. In this style, high concern is paid both to people and production. As suggested by the propositions of Theory Y, managers choosing to use this style encourage teamwork and commitment among employees. This method relies heavily on making employees feel themselves to be constructive parts of the company.

A

Team Manager / The Sound

39
Q
  • Developed by Robert Tannenbaum and Warren H. Schmidt
  • This model consist of seven alternative ways for managers to approach decision making, depending on how much participation they want to allow subordinates in the decision making process.
A

Continuum of Leadership Behavior

40
Q

Who developed Continuum of Leadership Behavior

A

Robert Tannenbaum and Warren H. Schmidt

41
Q
  • Developed by Fred Fiedler
  • Proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation favors the leader.
A

The Contingency Leadership Model

42
Q

Who developed the Contingency Leadership Model

A

Fred Fiedler

43
Q

an instrument that assesses the degree of positive or negative feelings held by a person toward someone with whom he or she least prefer to work.

A

Least Preferred Co-worker Scale (LPC)

44
Q

reflection of a leader who is task-oriented or controlling and with structuring leadership style

A

Low score

45
Q

`reflect a leadership style that is relationship-oriented or one that is passive and considerate.

A

High score

46
Q

Three factors to determine how favorable leadership environment:

A

Leader
Task structure
Position power

47
Q

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

A

Leader

48
Q

the extent which the tasks the followers are engaged in are structured.

A

Task structure

49
Q

refers to the power inherent in the leadership position

A

Position power

50
Q
  • Developed by Robert House and Terrence Mitchell
  • States that the leader’s job is to create a work environment through structure, support and rewards that helps employees reach the organizational goals.
A

The Path Goal Model

51
Q

Who developed Path Goal Model

A

Robert House and Terrence Mitchell

52
Q

Four Leadership Behaviors According to House and Mitchell

A

The Directive Leader
The Supportive Leader
The Participative Leader
The Achievement-oriented Leader

53
Q

lets the followers know what is expected of them, schedules work to be done and gives specific guidance as to how to accomplish task.

A

The Directive Leader

54
Q

friendly and shows concern for the needs of followers.

A

The Supportive Leader

55
Q

consults with followers and uses their suggestions before making a decision.

A

The Participative Leader

56
Q

sets challenging goals and expects followers to perform at their highest level.

A

The Achievement-oriented Leader

57
Q
  • Developed by Paul Hershey and Kenneth Blanchard
  • Suggests that a leader’s style should be determined by matching it with maturity or readiness level of each subordinate.
A

The Hershey – Blanchard Situational Leadership Theory

58
Q

Classification of Readiness

A

Job readiness

Psychological readiness

59
Q

Classification of Subordinates

A

D – 1
D – 2
D – 3
D – 4

60
Q

those with low competence and low commitment

A

D – 1

61
Q

those with low competence but with high commitment

A

D - 2

62
Q

those with high competence but with low commitment

A

D - 3

63
Q

those with high competence and high commitment

A

D - 4

64
Q

Four Leadership Styles According to Hershey and Blanchard

A
  1. Directing Style
  2. Coaching Style
  3. Supporting Style
  4. Delegating Style
65
Q

best for low follower readiness

A

Directing Style

66
Q

best for low to moderate follower readiness

A

Coaching Style

67
Q

best for moderate to high follower readiness

A

Supporting Style

68
Q

best for high readiness

A

Delegating Style

69
Q
  • Developed by George Graen

- Recognizes that leaders develop unique working relationships with each group member.

A

The Leader – Member Exchange Approach

70
Q

Who developed The Leader – Member Exchange Approach

A

George Graen

71
Q

Types of Group Members

A

In – group Member

Out – Group Member

72
Q

have attitudes and values similar to those of the leader and interact frequently with the leader.

A

In – group Member

73
Q

are treated in accordance with a more formal understanding of supervisor-subordinate realations.

A

Out – Group Member

74
Q
  • Also known as “the leader-participation model” and “decision making model of leadership”
  • Developed by Victor and Philip Yetton
  • Revised by Vroom and Arthur Jago
  • Views 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

Normative Decision Model

75
Q

Who developed Normative Decision Model

A

Victor and Philip Yetton

76
Q

Five Decision Making Styles

A
  1. Autocratic I
  2. Autocratic II
  3. Consultative I
  4. Consultative II
  5. Group II
77
Q

the leader individually solves the problem using the information already available

A

Autocratic I

78
Q

the leader obtains data from subordinates and then decides

A

Autocratic II

79
Q

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

A

Consultative I

80
Q

the leader meets with group of subordinates to share the problem and obtain inputs and then decides

A

Consultative II

81
Q

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

A

Group II

82
Q
  • Developed by Jan P. Muckzyk and Bernard C. Reinmann
  • Suggests that “participation” behavior is concerned with the degree to which subordinates are allowed to be involved in decision making.
A

The Muczyk-Reimann Model

83
Q

Four Leadership Styles

A

The Directive Autocrat
The Permissive Autocrat
The Directive Democrat
The Permissive Democrat

84
Q

the leader makes decision unilaterally and closely supervises the activities of subordinates.

A

The Directive Autocrat

85
Q

the leader makes decision unilaterally but allows subordinates a great deal of latitude in execution.

A

The Permissive Autocrat

86
Q

this leader wants full participation but closely supervises subordinates activity.

A

The Directive Democrat

87
Q

this leader allows high participation in decision making and execution.

A

The Permissive Democrat

88
Q

the process by which managers help others to acquire and use the power needed to make decisions affecting themselves and their work.

A

Empowerment

89
Q

Keys to Empowerment

A
  • Changing Position Power

* Expanding the Zone of Indifference

90
Q

the process whereby employees are involved in decision making processes, rather than simply acting on orders. Employee participation is part of a process of empowerment in the workplace.

A

Employee participation

BM 101 (2 decks)

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