leading Flashcards
involves influencing others to engage in the work behaviors necessary to reach organizational goals.
leading
refers to the function
leading
refers to the process
leadership
are said to be able to influence others because of the power they possess.
leaders
refers to the ability of a leader to exert force on another.
power
5 bases of power
- legitimate power
- reward power
- coercive power
- referent power
- expert power
(bases of power). a person who occupies a higher position has power over persons in lower positions within the organizations.
legitimate power
(bases of power). when a person has the ability to give rewards to anybody who follows orders or request.
reward power
2 forms of reward power
-material rewards
-psychic rewards
a form of reward power, who refer to money or other tangible benefits.
material rewards
a form of reward power, who refer to reward of recognition, praises, etc.
psychic rewards
(bases of power). when a person compels another to comply with orders through threats or punishment.
coercive power
(bases of power). when a person can get compliance from another because the latter would want to be identified with the former.
referent power
(bases of power). provide specialized information regarding their specific lines of expertise.
expert power
the process of influencing and supporting others to work enthusiastically toward achieving objectives.
leadership
9 traits of effective leaders
- high level of personal drive
- desire to lead
- personal integrity
- self-confidence
- analytical ability or judgment
- knowledge of the company, industry or technology
- charisma
- creativity
- flexibility
are those identified as willing to accept responsibility, possess vigor, initiative, persistence, and health.
personal drive/ persons with drive
is a very important leadership trait because of the possibility of failure in every attempt to achieve certain goals.
drive
a leader who have this trait will always have a reservoir of extra efforts that can be used whenever needed.
desire to lead
a person who is well-regarded by others, possesses one trait of a leader.
personal integrity
according to him, integrity means and includes honesty, honour, incorruptibility, rectitude, righteousness, uprightness, and similar virtues.
V.K. Saraf
means and includes honesty, honour, incorruptibility, rectitude, righteousness, uprightness, and similar virtues.
integrity
TOL. the activities of leaders require moves that will produce the needed outputs.
self-confidence
———————— found in a study they conducted that leaders of mid-sized, high growth companies were almost inevitably consummate salesmen who radiate enormous contagious self-confidence.
mckinsey and company
————— was very precise when he declared that self-confidence as one of the traits of a good leader.
wess roberts
leaders are oftentime faced with difficulties that prevent the completion of assigned tasks.
analytical ability
is one desirable trait that a leader can use to tide him over many challenging aspects of leadership.
analytical ability
a leader who is well-informed about his company, the industry where the company belongs, and the technology utilized by the industry, will be a better position to provide directions to his unit.
knowledge of the company, industry or technology
when a person has sufficient personal magnetism that leads people to follow his directives.
charisma
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.
creativity
a direct solution to an identified problem situation.
creativity
it allows the other means of achieving goals when the prescribed manner is not appropriate.
flexibility
3 leadership skills
- technical skills
- human skills
- conceptual skills
LS. these are skills a leader must possess to enable him to understand and make decisions about work processes, activities, and technology.
technical skills
this type of leadership skills is the specialized knowledge needed to perform a job.
technical skills
these skill refer to the ability of a leader to deal with people, both inside and outside the organization.
human skills
these skills refer to the ability to think in abstract terms, to see how parts fit together to form the whole.
conceptual skills
a leader without sufficient of this skill will have a greater chance of failing.
conceptual skills
3 approaches used to classify leadership styles
- according to the ways leaders approach people to motivate them.
- according to the way the leader uses power.
- according to the leader’s orientation towards task and people.
2 ways leaders approach people
- positive leadership
- negative leadership
leader’s approach emphasizes rewards.
positive approach
when punishment is emphasized by the leader
negative approach
3 ways leaders uses power
- autocratic
- participative
- free-rein
leaders who make decisions themselves, without consulting subordinates.
autocratic leaders
when a leader openly invites his subordinates to participate or share decisions, policy-making and operation methods.
participative leaders
leaders who set objectives and allow employees or subordinates relative freedom to do whatever it takes to accomplish these objectives.
free-rein leaders
also referres as free-rein leaders
laissez-faire leaders
this leadership style is most applicable to certain organizations manned by professionals like doctors and engineers.
free-rein leaders
2 leaders orientation toward tasks and people
- employee oriented
- task oriented
a leader orientation who considers employees as human beings of intrinsic importance and with individual and personal need to satisfy.
employee orientation
a leader orientation who places stress on production and the technical aspects of the job and the employees are reviewed as the means of getting the work done.
task orientation
an effort to determine through research which managerial practices and techniques are appropriate in specific situations.
contingency approach
4 various contingency approach
- fiedler’s contingency model
- hersey and blanchard’s situational leadership model
- path-goal model of leadership
- vroom’s decision making model
according to him, leadership is effective when the leader’s style is appropriate to the situation.
fred fiedler
suggest that the most important factor affecting the selection of a leader’s style is the development (or maturity) level of subordinate.
hersey and blachard situational leadership model
(level of subordinates). is for people who lack competence but are enthusiastic and committed.
directing
(level of subordinates). they need direction and supervision to get them started.
directing
(level of subordinates). is for people who have some competence but lack commitment.
coaching
(level of subordinates). they need direction and supervision because they’re still relatively inexperienced.
coaching
(level of subordinates) . they need support and praise to build their self-esteem, and involvement in decision-making to restore their commitment.
coaching
(level of subordinates). is for people who have competence but lack of confidence or motivation.
supporting
(level of subordinates). they do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation.
supporting
(level of subordinates). is for people who have both competence and commitment.
delegating
(level of subordinates). they are willing to work on a project by themselves with little supervision or support.
delegating
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.
path-goal model of leadership
the path-goal model of leadership was espoused by————-
robert j. house and terence r. mitchell
path-goal 4 leadership styles
- directive leadership
- supportive leadership
- participative leadership
- achievement-oriented leadership
path-goal 4 leadership styles - where the leader focuses on clear task assignments, standards of successful performance, and work schedules.
directive leadership
path-goal 4 leadership styles - where subordinates are treated as equals in a friendly manner while striving to improve their well being.
supportive leadership
path-goal 4 leadership styles - where the leader consults with subordinates to seek their suggestions and then seriously considers those suggestions when making decisions.
participative leadership
path-goal 4 leadership styles - where the leader set challenging goals, emphasize excellence, and seek continuous improvement while maintaining a high degree of confidence that subordinates will meet difficult challenges in a responsible manner.
achievement-oriented leadership
one that precribes the proper leadership style for various situations, focusing on the appropriate degrees of delegation of decision-making authority.
vroom’s model of leadership
