Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

EngMan > Leading > Flashcards

Leading Flashcards

1
Q

“the process of influencing
and supporting others to work enthusiastically toward achieving
objectives

A

Leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

setting and achieving goals,
tackling competition, and solving problems decisively and
quickly

A

Leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

The action of leading a group of people or an organization

A

Leadership (Oxford)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

about taking risks and challenging the status quo

A

Leadership

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Traits of Effective Leaders

A
  1. A High Level of Personal Drive
  2. 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
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

innate urge to attain a goal or satisfy a need. As
leaders, we rely on drive in ourselves, our teams, and our
organizations to achieve success.

A

Drive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

very important leadership trait because of
the possibility of failure in every attempt to achieve certain
goals

A

drive

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Give an example of person with high level of personal drive is

A

Paul Mediarito, plant director of the Polo plant of San Miguel Corporation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

There are some people who have all the qualifications for
leadership, yet they cannot become leaders because they lack
one special requirement

A

the desire to lead

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

This is what is
called the royal jelly or the fire in the belly

A

Desire to lead

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

quality that exists at the convergence of consistent acts and firm beliefs. To put it another way, it’s a characteristic of people who always act honorably, even when no one is looking and specifically when it is challenging

A

Integrity

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

necessary for leaders to take risks and
accomplish high goals

A

Self-Confidence

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

correlated with better strategy and
performance

A

Analytical skills

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

When a person has sufficient personal magnetism that leads people to follow his directives, this person is said to have

A

charisma

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

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 innovative, and as a direct solution to an identified problem situation

A

Creativity (by Ronnie Millevo)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

A leader who allows this situation as long as the required outputs are produced, is said to be

A

flexible

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

What are the Leadership Skills

A

Technical Skills
Human skills
Conceptual skills

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

the understanding of, and
proficiency in, a specific kind of activity, particularly one involving
methods, processes, procedures, or techniques

A

Technical skills

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

is the specialized knowledge needed to perform a job.

A

Technical skills

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Ability to work effectively as a group member and to
build cooperative effort within the team he leads

A

Human skills

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

involves the ability to see the organization as a whole; “the ability: to think in abstract terms, to see how parts fit together to form the whole

A

conceptual skills

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Refers to the ability of a leader to exert force on another

A

Power

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Leaders are said to be able to influence other of the ______ they posses

A

power

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

What are the bases of power

A

Legitimate
Reward
Coercive
Referent
Expert

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

A person who occupies a higher position has ________ over persons in lower position within the organization

A

Legitimate power

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Rewards may be classified to two forms

A

Material and psychic

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Refer to money and other tangible benefits like cars

A

Material rewards

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Consist of recognition, praises, etc.,

A

Psychic rewards

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

When a person compels another to comply with orders through threats or punishment

A

Coercive power

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

When a person get compliance from another because the latter would want to be identified with the former

A

Referent power

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

Experts provide specialized information regarding their specific lines of expertise.

A

Expert power

33
Q

According to ______, integrity means and includes honesty, honor, incorruptibility, rectitude, righteousness, uprightness, and similar virtues

A

VK Saraf

34
Q

Those in positions of leadership exhibit a pattern of behavior that is unique and different from other patterns, which is called

A

leadership style

35
Q

several approaches used in classifying leadership styles

A

According to
a. ways leaders approach to motivate them
b. way the leader uses power
c. leaders orientation towards task and people

36
Q

Ways leaders approach people

A

positive leadership
negative leadership

37
Q

When the leader’s approach emphasizes rewards, the style used

A

positive leadership

38
Q

When punishment is emphasized by the leader, the style is said

A

negative leadership

39
Q

Ways leaders use power

A

Autocratic Leaders
Participative leaders
Free-rein

40
Q

Leaders who make decisions themselves,
without consulting subordinates

A

Autocratic

41
Q

. When a leader openly invites his
subordinates to participate or share in decisions, policy-making
and operation methods,

A

Participative Leaders

42
Q

Leaders who set objectives and allow
employees or subordinates relative freedom to do whatever it takes to accomplish these objectives

A

Free-rein leaders

43
Q

Leaders Orientation Toward Tasks and People

A

Employee oriented
Task oriented

44
Q

when he considers employees as human beings of “intrinsic
importance and with individual and personal need” to satisfy,
according to Higgins

A

Employee orientation

45
Q

he places
stress on production and the technical aspects of the job and
the employees are viewed as the means of getting the work
done

A

Task orientation

46
Q

Contingency approaches to leadership styles

A

Fiedler’s contingency model
Hershey and Blanchard’s situational leadership model
Path goal model of leadership
Vroom’s decision making model

47
Q

effort to determine through research
which managerial practices, and techniques are appropriate in specific
situations

A

Contingency approach

48
Q

According to _______, “leadership is effective when the leader’s style is appropriate to the situation

A

Fred Fiedler

49
Q

The situational characteristics is
determined by three principal factors

A
  1. the relations between leaders and followers
  2. the structure of the task, and
  3. the power inherent in the leader’s position
50
Q

The situational characteristics vary from organization to organization. To
be effective, the situation must fit the leader. If this is not so, the
following may be tried

A
  1. Change the leader’s trait or situations
  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.
51
Q

Suggests that the most important factor affecting the
selection of a leader’s style is the development (or maturity) level of
subordinate

A

Hersey and Blanchard Situational Leadership Model

52
Q

The leader should match his or her style to this _______

A

Maturity level

53
Q

Maturity has two components

A
  1. job skills and knowledge, and
  2. psychological activity
54
Q

elaborated on the leadership styles appropriate for the various maturity level of subordinates

A

Blanchard and others

55
Q

Leadership styles for various maturity level

A

Directing
Coaching
Supporting
Delegating

56
Q

for people who lack competence but are
enthusiastic and committed

A

Directing

57
Q

– is for people who have some competence
but lack commitment

A

Coaching

58
Q

– is for people who have competence but
lack confidence or motivation

A

Supporting

59
Q

people who have both competence
and commitment.

A

Delegating

60
Q

Directing, Coaching, Supporting, Delegating

A

Low ability + low willingness, Low ability + high willingness, High ability + low willingness, High ability + high willingness

61
Q

stipulates that leadership can be made effective
because leaders can influence subordinate’s perceptions of their work
goals. personal goals, and paths to goal attainment

A

Path-Goal Model of Leadership

62
Q

Who espoused Path-Goal Model of Leadership

A

Robert J. House and Terence R. Mitchell

63
Q

By using the path-goal model, it is assumed that effective
leaders can enhance subordinate motivation by

A
  1. clarifying the subordinate’s perception of work goals,
  2. linking meaningful rewards with goal attainment, and
  3. explaining how goals and desired rewards can be achieve
64
Q

The leadership styles which may be used by path-goal
proponents are as follows

A

Directive
Supportive
Participative
Achievement oriented

65
Q

where the leader focuses on clear task
assignments, standards of successful performance, and work
schedules

A

Directive leadership

66
Q

where subordinates are treated as
equals in a friendly manner while striving to improve their wellbeing

A

supportive

67
Q

where the leader consults with
subordinates to seek their suggestions and then seriously
considers those suggestions when making decisions.

A

participative

68
Q

where the leader set
challenging goals, emphasize excellence, and seek continuous
improvement while maintaining a high degree of confidence
that subordinated will mee difficult challenges in a responsible
manner

A

Administrative

69
Q

one that prescribes the proper
leadership style for various situations, focusing on the appropriate
degrees of delegation of decision-making authority

A

Vroom’s decision-making model

70
Q

Five distinct decision-making styles are identified under the
Vroom mode

A

Two of them are autocratic two others are consultative,
and one is group directed

71
Q

Leader solves the problem or makes the decision himself using available information

A

Autocratic leader, A1

72
Q

Leader obtains necessary information from subordinate then decides

A

A2

73
Q

Leader approaches subordinates individually getting their ideas then makes decision

A

COnsultative leader C1

74
Q

Leader shares the problem with subordinates as a group obtaining their collective ideas and suggestions, then decides

A

C2

75
Q

Leader shares the problem with subordinates as a group. Lets the group generate and evaluate alternative solutions and then collectively decides

A

Group directed (G2)

76
Q

delegated by higher management.

A

Authority

77
Q

is earned and gained by leaders on
the basis of their personalities, activities, and the situations in
which they operate

A

Power

78
Q

A leadership model is a theoretical framework for how best to
manage employees

A

Tyler Lacoma

79
Q

corresponding response style to employee
and organizational needs that has proven useful in that model

A

Leadership model

EngMan (3 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions