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engi man finals > leading > Flashcards

leading Flashcards

1
Q

involves influencing others to engage in the work behaviors necessary to reach organizational goals.

A

leading

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2
Q

refers to the function

A

leading

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3
Q

refers to the process

A

leadership

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4
Q

are said to be able to influence others because of the power they possess.

A

leaders

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5
Q

refers to the ability of a leader to exert force on another.

A

power

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6
Q

5 bases of power

A
  1. legitimate power
  2. reward power
  3. coercive power
  4. referent power
  5. expert power
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7
Q

(bases of power). a person who occupies a higher position has power over persons in lower positions within the organizations.

A

legitimate power

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8
Q

(bases of power). when a person has the ability to give rewards to anybody who follows orders or request.

A

reward power

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9
Q

2 forms of reward power

A

-material rewards
-psychic rewards

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10
Q

a form of reward power, who refer to money or other tangible benefits.

A

material rewards

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11
Q

a form of reward power, who refer to reward of recognition, praises, etc.

A

psychic rewards

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12
Q

(bases of power). when a person compels another to comply with orders through threats or punishment.

A

coercive power

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13
Q

(bases of power). when a person can get compliance from another because the latter would want to be identified with the former.

A

referent power

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14
Q

(bases of power). provide specialized information regarding their specific lines of expertise.

A

expert power

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15
Q

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

A

leadership

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16
Q

9 traits of effective leaders

A
  1. 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
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17
Q

are those identified as willing to accept responsibility, possess vigor, initiative, persistence, and health.

A

personal drive/ persons with drive

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18
Q

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

A

drive

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19
Q

a leader who have this trait will always have a reservoir of extra efforts that can be used whenever needed.

A

desire to lead

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20
Q

a person who is well-regarded by others, possesses one trait of a leader.

A

personal integrity

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21
Q

according to him, integrity means and includes honesty, honour, incorruptibility, rectitude, righteousness, uprightness, and similar virtues.

A

V.K. Saraf

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22
Q

means and includes honesty, honour, incorruptibility, rectitude, righteousness, uprightness, and similar virtues.

A

integrity

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23
Q

TOL. the activities of leaders require moves that will produce the needed outputs.

A

self-confidence

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24
Q

———————— 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.

A

mckinsey and company

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25
Q

————— was very precise when he declared that self-confidence as one of the traits of a good leader.

A

wess roberts

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26
Q

leaders are oftentime faced with difficulties that prevent the completion of assigned tasks.

A

analytical ability

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27
Q

is one desirable trait that a leader can use to tide him over many challenging aspects of leadership.

A

analytical ability

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28
Q

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.

A

knowledge of the company, industry or technology

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29
Q

when a person has sufficient personal magnetism that leads people to follow his directives.

A

charisma

30
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.

A

creativity

31
Q

a direct solution to an identified problem situation.

A

creativity

32
Q

it allows the other means of achieving goals when the prescribed manner is not appropriate.

A

flexibility

33
Q

3 leadership skills

A
  1. technical skills
  2. human skills
  3. conceptual skills
34
Q

LS. these are skills a leader must possess to enable him to understand and make decisions about work processes, activities, and technology.

A

technical skills

35
Q

this type of leadership skills is the specialized knowledge needed to perform a job.

A

technical skills

36
Q

these skill refer to the ability of a leader to deal with people, both inside and outside the organization.

A

human skills

37
Q

these skills refer to the ability to think in abstract terms, to see how parts fit together to form the whole.

A

conceptual skills

38
Q

a leader without sufficient of this skill will have a greater chance of failing.

A

conceptual skills

39
Q

3 approaches used to classify leadership styles

A
  1. according to the ways leaders approach people to motivate them.
  2. according to the way the leader uses power.
  3. according to the leader’s orientation towards task and people.
40
Q

2 ways leaders approach people

A
  1. positive leadership
  2. negative leadership
41
Q

leader’s approach emphasizes rewards.

A

positive approach

42
Q

when punishment is emphasized by the leader

A

negative approach

43
Q

3 ways leaders uses power

A
  1. autocratic
  2. participative
  3. free-rein
44
Q

leaders who make decisions themselves, without consulting subordinates.

A

autocratic leaders

45
Q

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

A

participative leaders

46
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

47
Q

also referres as free-rein leaders

A

laissez-faire leaders

48
Q

this leadership style is most applicable to certain organizations manned by professionals like doctors and engineers.

A

free-rein leaders

49
Q

2 leaders orientation toward tasks and people

A
  1. employee oriented
  2. task oriented
50
Q

a leader orientation who considers employees as human beings of intrinsic importance and with individual and personal need to satisfy.

A

employee orientation

51
Q

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.

A

task orientation

52
Q

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

A

contingency approach

53
Q

4 various contingency approach

A
  1. fiedler’s contingency model
  2. hersey and blanchard’s situational leadership model
  3. path-goal model of leadership
  4. vroom’s decision making model
54
Q

according to him, leadership is effective when the leader’s style is appropriate to the situation.

A

fred fiedler

55
Q

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

A

hersey and blachard situational leadership model

56
Q

(level of subordinates). is for people who lack competence but are enthusiastic and committed.

A

directing

57
Q

(level of subordinates). they need direction and supervision to get them started.

A

directing

58
Q

(level of subordinates). is for people who have some competence but lack commitment.

A

coaching

59
Q

(level of subordinates). they need direction and supervision because they’re still relatively inexperienced.

A

coaching

60
Q

(level of subordinates) . they need support and praise to build their self-esteem, and involvement in decision-making to restore their commitment.

A

coaching

61
Q

(level of subordinates). is for people who have competence but lack of confidence or motivation.

A

supporting

62
Q

(level of subordinates). they do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation.

A

supporting

63
Q

(level of subordinates). is for people who have both competence and commitment.

A

delegating

64
Q

(level of subordinates). they are willing to work on a project by themselves with little supervision or support.

A

delegating

65
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

66
Q

the path-goal model of leadership was espoused by————-

A

robert j. house and terence r. mitchell

67
Q

path-goal 4 leadership styles

A
  1. directive leadership
  2. supportive leadership
  3. participative leadership
  4. achievement-oriented leadership
68
Q

path-goal 4 leadership styles - where the leader focuses on clear task assignments, standards of successful performance, and work schedules.

A

directive leadership

69
Q

path-goal 4 leadership styles - where subordinates are treated as equals in a friendly manner while striving to improve their well being.

A

supportive leadership

70
Q

path-goal 4 leadership styles - where the leader consults with subordinates to seek their suggestions and then seriously considers those suggestions when making decisions.

A

participative leadership

71
Q

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.

A

achievement-oriented leadership

72
Q

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

A

vroom’s model of leadership

engi man finals (5 decks)

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