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(3) Organization & Administration > S2_L2: Directing and Leading as Managerial Function > Flashcards

S2_L2: Directing and Leading as Managerial Function Flashcards

1
Q

_____ serves a the heart of the managerial process.

A

Directing

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2
Q

______ is the interpersonal aspect of managing by which subordinates are led to understand and contribute effectively to the attainment of enterprise objectives

A

Direction

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3
Q

(1)______ refers to instructing, guiding, and overseeing the workers’ performance to achieve the (2)_____ goals.

A
  1. directing
  2. predetermined
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4
Q

The following are importance of directing, EXCEPT:

A. Initiates action
B. Integration of objectives
C. Facilitates changes in the organization
D. Provides stability and mobility to the organization
E. None

A

D. Provides stability and mobility to the organization

It provides stability and balance

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5
Q

TRUE OR FALSE: Resistance to change could be avoided through proper direction. To do this, a staff must provide advantageous reason rather than simply implementing change

A. Both statements are true
B. Both statements are false
C. Only the 1st statement is true
D. Only the 2nd statement is true

A

C. Only the 1st statement is true

a director/ leader must provide the advantageous reason

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6
Q

TRUE OR FALSE: In the absence of direction, no one will understand the strategy of the organization. The supervisor must be able to direct and instruct all involved.

A. Both statements are true
B. Both statements are false
C. Only the 1st statement is true
D. Only the 2nd statement is true

A

A. Both statements are true

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7
Q

Enumerate the elements of directing.

A
  1. Supervision
  2. Motivation
  3. Leadership
  4. Communication
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8
Q

Based from the elements of directing, what is the process of sharing the important information/instructions

A

Communication

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9
Q

Based from the elements of directing, what is the ability to persuade and motivate others to work in a desired way for achieving the goal

A

Leadership

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10
Q

Based from the elements of directing, what oversees the employee’s performances?

A

Supervision

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11
Q

Based from the elements of directing, what is the act of inspiring a person to use the best of his ability

A

Motivation

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12
Q

TRUE OR FALSE: A leader’s negativity does not affect its employees as they still have their own perspective.

A

False

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13
Q

TRUE OR FALSE: A director must exhibit all 4 elements of directing to be regarded as an excellent managerial leader

A

True

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14
Q

TRUE OR FALSE: Directing is a step-by-step activity and is required at all levels. Without direction, goals cannot be achieved.

A. Both statements are true
B. Both statements are false
C. Only the 1st statement is true
D. Only the 2nd statement is true

A

D. Only the 2nd statement is true

Directing is a continuous activity.

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15
Q

TRUE OR FALSE: Direction refers to the process of issuing orders and instructions to the subordinates to achieve goals within a prescribed frame of time. Directing consists of human factors.

A. Both statements are true
B. Both statements are false
C. Only the 1st statement is true
D. Only the 2nd statement is true

A

A. Both statements are true

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16
Q

A relationship based on influence between a leader and followers with the mutual purpose of accomplishing real change.

A. Leadership
B. Management
C. Both
D. Neither

A

A. Leadership

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17
Q

Relationship based on the authority that exists between managers and subordinates to produce and sell goods and services.

A. Leadership
B. Management
C. Both
D. Neither

A

B. Management

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18
Q

An executive function for carrying out agreed policy

A. Leadership
B. Management
C. Both
D. Neither

A

B. Management

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19
Q

What are the common activities of leadership and management?

A
  1. Planning
  2. Organizing
  3. Directing
  4. Controlling
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20
Q
  1. Setting goals, establishing action plans with timetables, and allocating resources
  2. Creating shared culture & values
  3. Keeping an eye on the horizon

A. Leadership
B. Management

A
  1. B
  2. A
  3. A
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21
Q
  1. Planning & budgeting
  2. Organizing and staffing
  3. Reduce boundaries
  4. Helping others grow
  5. Acting as a coach, facilitator, persuader

A. Leadership
B. Management

A
  1. B
  2. B
  3. A
  4. A
  5. A
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22
Q
  1. Based on personal power
  2. Creating Vision & strategy
  3. Systematic and has a template
  4. Monitoring results and solving problems
  5. Keeping an eye on the bottom line

A. Leadership
B. Management

A
  1. A
  2. A
  3. B
  4. B
  5. B
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23
Q
  1. Developing vision of the future and strategies for making necessary changes.
  2. Creating boundaries
  3. Acting as a boss

A. Leadership
B. Management

A
  1. A
  2. B
  3. B
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24
Q
  1. Directing & controlling
  2. Communicating and explaining vision
  3. Organizing & staffing

A. Leadership
B. Management

A
  1. B
  2. A
  3. B
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25
Q
  1. Motivating and inspiring people to attain the vision
  2. Based on a position of power
  3. Organizational skills

A. Leadership
B. Management

A
  1. A
  2. B
  3. B
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26
Q
  1. Maintains stability
  2. Creates change, often – radical change
  3. Strategic view

A. Leadership
B. Management

A
  1. B
  2. A
  3. A
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27
Q
  1. Focus on task –produce/sell goods & services
  2. Focus on people – inspiring and motivating followers
  3. Problem solving

A. Leadership
B. Management

A
  1. B
  2. A
  3. B
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28
Q

TRUE OR FALSE: In management, perspective is productivity. In leadership, perspective is the welfare of the employee

A. Both statements are true
B. Both statements are false
C. Only the 1st statement is true
D. Only the 2nd statement is true

A

A. Both statements are true

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29
Q

These are traits in which are heavily dependent upon heredity

A

Emergent Traits

30
Q

These are traits based on experience or learning including charisma as fundamental component of leadership

A

Effectiveness Traits

31
Q

Determine the leadership style

  1. Staff and team members have little opportunity to make suggestions
  2. Employees can contribute to the plan, making employees feel included and motivated to be productive
  3. Benefit: have high job satisfaction and are productive

A. Autocratic Leadership style
B. Democratic/ Participative

A
  1. A
  2. B
  3. B
32
Q

Determine the leadership style

  1. Leaders have complete power over staff
  2. Leaders make final decisions but include team members in decision making
  3. Used in crises situation

A. Autocratic Leadership style
B. Democratic/ Participative

A
  1. A
  2. B
  3. A
33
Q

Determine the leadership style

  1. Leaders listen to the suggestions of subordinates
  2. Advantage: Incredibly efficient and decision are made quickly
  3. Encourage creativity and team members are often highly engaged in projects and decisions

A. Autocratic Leadership style
B. Democratic/ Participative

A
  1. B
  2. A
  3. B
34
Q

Enumerate the Integrative Leadership Theories.

A
  1. Servant Leadership
  2. Transformational Leadership Theory
  3. Transactional Theory
35
Q

individuals are not self-motivated and need structure instruction and supervision to accomplish their jobs

A. Servant Leadership
B. Transformational Leadership Theory
C. Transactional Theory

A

C. Transactional Theory

36
Q

Put the needs, aspirations and interests of their followers above their own.

A. Servant Leadership
B. Transformational Leadership Theory
C. Transactional Theory

A

A. Servant Leadership

37
Q

Promotes a style of guidance that emphasizes motivating employees, creating a vision and encouraging them to fulfill it.

A. Servant Leadership
B. Transformational Leadership Theory
C. Transactional Theory

A

B. Transformational Leadership Theory

38
Q

More effective if used on staff that have been working a long time in the facility, not for new employees

A. Servant Leadership
B. Transformational Leadership Theory
C. Transactional Theory

A

B. Transformational Leadership Theory

39
Q

Seeks to have subordinates deliver specific results that are articulated and measurable

A. Servant Leadership
B. Transformational Leadership Theory
C. Transactional Theory

A

C. Transactional Theory

40
Q

States that workers will perform as they are asked to in exchange for something they want such as pay

A. Servant Leadership
B. Transformational Leadership Theory
C. Transactional Theory

A

C. Transactional Theory

41
Q

TRUE OR FALSE: Servant leadership is serving others to be what they are capable of becoming. It is valuing each person individually and to be mindful of them as human beings.

A. Both statements are true
B. Both statements are false
C. Only the 1st statement is true
D. Only the 2nd statement is true

A

A. Both statements are true

42
Q

TRUE OR FALSE: Even when an employee has a lot of bad qualities, a servant leader chooses to see their positive qualities

A

True

43
Q

The following are qualities of a servant leader, EXCEPT:

A. Mindful and aware
B. Able to foresee
C. Aids healing
D. Has empathy
E. None

A

E. None

44
Q

TRUE OR FALSE: Involving other in the decision making, based on unethical and caring behavior, enhances growth of workers

A

False

45
Q

Enumerate the 4 distinct components of the Transformational Leadership Theory.

A
  1. intellectual stimulation
  2. individualized consideration
  3. inspirational motivation
  4. idealized influence
46
Q
  1. Exhibit confidence and selflessness
  2. Help generate and sustain passion and motivation to fulfill the envisioned change
  3. Leader is a role model

A. intellectual stimulation
B. individualized consideration
C. inspirational motivation
D. idealized influence

A
  1. D
  2. C
  3. D
47
Q
  1. Provide support and encouragement to individual employees
  2. Able to mobilize, inspire and boost morale of employees
  3. Encourage creativity

A. intellectual stimulation
B. individualized consideration
C. inspirational motivation
D. idealized influence

A
  1. B
  2. D
  3. A
48
Q
  1. Explore new ways of doing things
  2. Employees have different personalities that leaders should consider
  3. Articulate a clear transformational vision

A. intellectual stimulation
B. individualized consideration
C. inspirational motivation
D. idealized influence

A
  1. A
  2. B
  3. C
49
Q
  1. Incorporate empathy, support and inspiration
  2. Focuses on faulty systems
  3. Challenge the standard state of affairs

A. intellectual stimulation
B. individualized consideration
C. inspirational motivation
D. idealized influence

A
  1. D
  2. D
  3. A
50
Q
  1. Emulated because they are trusted and respected
  2. Keep communication fluid

A. intellectual stimulation
B. individualized consideration
C. inspirational motivation
D. idealized influence

A
  1. D
  2. B
51
Q
  1. Goal is instilled into employees to motivate them
  2. Lead by example

A. intellectual stimulation
B. individualized consideration
C. inspirational motivation
D. idealized influence

A
  1. C
  2. D
52
Q

Determine the Contingency Leadership Theory.

Shows the relationship between the authority of a manager and the freedom of its team

A

Leadership Continuum Theory and Model

53
Q

What are the factors influencing the choice of leadership style based on the Leadership Continuum Theory and Model?

A
  1. Forces in the Manager
  2. Forces in the subordinate
  3. Forces in the situation
54
Q

What are the 4 leadership trajectories based on the Leadership Continuum Theory and Model?

A
  1. Tells
  2. Sells
  3. Consults
  4. Joins
55
Q

TRUE OR FALSE: The Transactional theory assumes that there are superiors and subordinates. It appeals to the self-interest of their subordinate to keep them on track

A. Both statements are true
B. Both statements are false
C. Only the 1st statement is true
D. Only the 2nd statement is true

A

A. Both statements are true

56
Q

Enumerate the dimensions of the Transactional theory.

A
  1. Contingent Award
  2. Management by exception - active
  3. Management by exception - passive
57
Q

Responds to deviations in standards only when necessary

A. Contingent Award
B. Management by exception - active
C. Management by exception - passive

A

C. Management by exception - passive

58
Q

Reward for performance

A. Contingent Award
B. Management by exception - active
C. Management by exception - passive

A

A. Contingent Award

59
Q

Responds to deviations in standards as soon as possible

A. Contingent Award
B. Management by exception - active
C. Management by exception - passive

A

B. Management by exception - active

60
Q

Determine the contingency leadership theory.

  1. for a leader to be effective, their leadership style must fit the situation
  2. different leadership practices range from an autocratic one to a democratic one

A. FIEDLER’S CONTINGENCY LEADERSHIP THEORY
B. LEADERSHIP CONTINUUM THEORY AND MODEL
C. PATH-GOAL LEADERSHIP THEORY
D. NORMATIVE LEADERSHIP THEORY
E. SITUATIONAL LEADERSHIP MODEL

A
  1. A
  2. B
61
Q

Determine the contingency leadership theory.

  1. the leader’s job is to motivate followers by utilizing the proper behaviors to lead them to task completion
  2. One of the primary functions of a leader is to make decisions

A. FIEDLER’S CONTINGENCY LEADERSHIP THEORY
B. LEADERSHIP CONTINUUM THEORY AND MODEL
C. PATH-GOAL LEADERSHIP THEORY
D. NORMATIVE LEADERSHIP THEORY
E. SITUATIONAL LEADERSHIP MODEL

A
  1. C
  2. D
62
Q

Determine the contingency leadership theory.

  1. No one-is-to-one answer when it comes to leadership
  2. Identifies 4 leadership styles qualities situational leaders possess

A. FIEDLER’S CONTINGENCY LEADERSHIP THEORY
B. LEADERSHIP CONTINUUM THEORY AND MODEL
C. PATH-GOAL LEADERSHIP THEORY
D. NORMATIVE LEADERSHIP THEORY
E. SITUATIONAL LEADERSHIP MODEL

A
  1. E
  2. E
63
Q

Determine the contingency leadership theory.

  1. Leaders should be flexible and knowledgeable when and how to adjust their techniques to lead a group better
  2. The right leader must be chosen for each job based on their skill set and the requirements of the situation

A. FIEDLER’S CONTINGENCY LEADERSHIP THEORY
B. LEADERSHIP CONTINUUM THEORY AND MODEL
C. PATH-GOAL LEADERSHIP THEORY
D. NORMATIVE LEADERSHIP THEORY
E. SITUATIONAL LEADERSHIP MODEL

A
  1. E
  2. A
64
Q

Determine the contingency leadership theory.

  1. Are built on moral principles and tell leaders how they ought to act
  2. Emphasizes the importance of a leader’s ability to adapt their leadership style to different situations with different individuals or groups

A. FIEDLER’S CONTINGENCY LEADERSHIP THEORY
B. LEADERSHIP CONTINUUM THEORY AND MODEL
C. PATH-GOAL LEADERSHIP THEORY
D. NORMATIVE LEADERSHIP THEORY
E. SITUATIONAL LEADERSHIP MODEL

A
  1. D
  2. E
65
Q

Determine the contingency leadership theory.

  1. “leaders have to adjust their leadership style based on the characteristics of followers and type of tasks that need to be completed.”
  2. The leader’s actions are viewed as a source of influence that can alter the attitudes, motivation, and behavior of the followers or members

A. FIEDLER’S CONTINGENCY LEADERSHIP THEORY
B. LEADERSHIP CONTINUUM THEORY AND MODEL
C. PATH-GOAL LEADERSHIP THEORY
D. NORMATIVE LEADERSHIP THEORY
E. SITUATIONAL LEADERSHIP MODEL

A
  1. C
  2. C
66
Q

Determine the contingency leadership theory.

  1. uses the Least Preferred Coworker (LPC) scale
  2. shows the relationship between the authority of a manager and the freedom of its team

A. FIEDLER’S CONTINGENCY LEADERSHIP THEORY
B. LEADERSHIP CONTINUUM THEORY AND MODEL
C. PATH-GOAL LEADERSHIP THEORY
D. NORMATIVE LEADERSHIP THEORY
E. SITUATIONAL LEADERSHIP MODEL

A
  1. A
  2. B
67
Q

This theory is a two-dimensional grid that evaluates leadership or managerial styles

A

Managerial Grid Theory

68
Q

What are the 2 behavioral dimensions in the Managerial Grid Theory?

A
  1. Y axis: concern for people
  2. X axis: concern for production
69
Q

Determine the leadership style of the Managerial Grid Theory.

  1. High Concern for Production, Low Concern for People
  2. Low Concern for People and Production
  3. High Concern for People, Low Concern for Production

A. Impoverished Leadership
B. Country Club Leadership
C. Authority Compliance Leadership
D. Middle-of-the-Road Leadership
E. Team Management

A
  1. C
  2. A
  3. B
70
Q

Determine the leadership style of the Managerial Grid Theory.

  1. Moderate Concern for People and Production
  2. High Concern for Both People and Production
  3. considered the most effective in achieving long-term success

A. Impoverished Leadership
B. Country Club Leadership
C. Authority Compliance Leadership
D. Middle-of-the-Road Leadership
E. Team Management

A
  1. D
  2. E
  3. E
71
Q

Determine the leadership style of the Managerial Grid Theory.

  1. strike a compromise between the needs of their team members and the demands of the organization
  2. focus is on achieving results, often at the expense of team morale and individual needs
  3. described as “laissez-faire,” where they leave their team to fend for themselves without offering guidance or support

A. Impoverished Leadership
B. Country Club Leadership
C. Authority Compliance Leadership
D. Middle-of-the-Road Leadership
E. Team Management

A
  1. D
  2. C
  3. A
72
Q

Determine the leadership style of the Managerial Grid Theory.

  1. often friendly, accommodating, and willing to go to great lengths to satisfy their team members’ needs and desires
  2. can result in a lack of direction, low motivation among team members, and poor overall performance
  3. may lead to a comfortable yet complacent work atmosphere

A. Impoverished Leadership
B. Country Club Leadership
C. Authority Compliance Leadership
D. Middle-of-the-Road Leadership
E. Team Management

A
  1. B
  2. A
  3. B

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