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Lab Man > U4.2: Directing and Supervising (Leadership Styles) > Flashcards

U4.2: Directing and Supervising (Leadership Styles) Flashcards

1
Q

A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

a. autocratic style of leadership

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2
Q

Strength:
One person authority, and the decisions will be quick and similar, this in turn can project an image of a confident, well managed business.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

a. autocratic style of leadership

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3
Q

Weakness:
Subordinates may become dependent upon the leaders and supervision may be needed.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

a. autocratic style of leadership

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4
Q

Weakness:
This style can decrease motivation and increase staff turnover

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

a. autocratic style of leadership

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5
Q

A leader who involves employees in decision making, delegates authority, encourages participation in deciding work methods and goals, and uses feedback to coach employees

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

b. democratic style of leadership

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6
Q

Strength:
This style can be particularly useful when complex decisions need to be made that require a range of specialist skills.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

b. democratic style of leadership

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7
Q

Strength:
From the overall business’ point of view, job satisfaction and quality of work will improve.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

b. democratic style of leadership

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8
Q

Weakness:
The decision-making process is severely slowed down, and the need of a consensus may avoid taking the ‘best’ decision for the business.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

b. democratic style of leadership

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9
Q

The leader delegates much authority to employees.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

c. laissez-faire (free-rein)

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10
Q

The leader’s role is peripheral and staff manage their own areas of the business.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

c. laissez-faire (free-rein)

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11
Q

Strength:
The style brings out the best in highly professional and creative groups of employees.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

c. laissez-faire (free-rein)

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12
Q

Weakness:
The leader therefore evades the duties of management and uncoordinated delegation occurs.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

c. laissez-faire (free-rein)

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13
Q

Weakness:
This leads to a lack of staff focus and sense of direction, which in turn leads to much dissatisfaction, and a poor company image.

a. autocratic style of leadership
b. democratic style of leadership
c. laissez-faire (free-rein)

A

c. laissez-faire (free-rein)

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14
Q

To formulate and document policies and procedures that are constantly current and relevant effective pursuit of laboratory goals.

a. leadership responsibility
b. laboratory method

A

a. leadership responsibility

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15
Q

To effectively communicate these plans to all personnel

a. leadership responsibility
b. laboratory method

A

a. leadership responsibility

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16
Q

To provide efficient means for assuring compliance with policies and procedures

a. leadership responsibility
b. laboratory method

A

a. leadership responsibility

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17
Q

To encourage free flow and exchange of ideas through all levels of the organization

a. leadership responsibility
b. laboratory method

A

a. leadership responsibility

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18
Q

To assure an awareness by all personnel of current trends and practices in the delivery of hospital laboratory services

a. leadership responsibility
b. laboratory method

A

a. leadership responsibility

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19
Q

To develop and maintain effective relations with the medical staff and hospital administration for assuring an open exchange of the needs and concerns of all parties

a. leadership responsibility
b. laboratory method

A

a. leadership responsibility

20
Q

To develop and constantly update all laboratory procedures and policies by preparation of appropriate manual

a. leadership responsibility
b. laboratory method

A

b. laboratory method

21
Q

To schedule and conduct periodic meetings with the staff for discussion and review of policies and procedures

a. leadership responsibility
b. laboratory method

A

b. laboratory method

22
Q

To delegate the responsibility for efficiently monitoring compliance with policies and procedures

a. leadership responsibility
b. laboratory method

A

b. laboratory method

23
Q

To conduct periodic meeting with the laboratory staff to encourage innovative thinking and improvement in services

a. leadership responsibility
b. laboratory method

A

b. laboratory method

24
Q

To fully support and generously budget for a meaningful laboratory continuing program

a. leadership responsibility
b. laboratory method

A

b. laboratory method

25
Q

To assure awareness of the laboratory mission by requiring that appropriate personnel attend all hospital and medical staff meeting that call for laboratory representation

a. leadership responsibility
b. laboratory method

A

b. laboratory method

26
Q

Leaders are concern for the feelings, needs, personal interest, problems, and well-being of followers

a. concern for people
b. concern for production

A

a. concern for people

27
Q

Leaders are concerned about the activities designed to accomplish group goals such as organizational tasks, assigning responsibilities and establishing performance standards

a. concern for people
b. concern for production

A

b. concern for production

28
Q

Thoughtful attention to the needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo

a. country club management (1,9)
b. team management (9,9)
c. middle-of-the-road management (5,5)
d. impoverished management (1,1)
e. authority-compliance (9,1)

A

a. country club management (1,9)

29
Q

Work accomplishment is from committed people; interdependence through a “common stake” in organization purpose leads to relationships of trust and respect

a. country club management (1,9)
b. team management (9,9)
c. middle-of-the-road management (5,5)
d. impoverished management (1,1)
e. authority-compliance (9,1)

A

b. team management (9,9)

30
Q

adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level

a. country club management (1,9)
b. team management (9,9)
c. middle-of-the-road management (5,5)
d. impoverished management (1,1)
e. authority-compliance (9,1)

A

c. middle-of-the-road management (5,5)

31
Q

exertion of minimum effort to get required work done is appropriate to sustain organization membership

a. country club management (1,9)
b. team management (9,9)
c. middle-of-the-road management (5,5)
d. impoverished management (1,1)
e. authority-compliance (9,1)

A

d. impoverished management (1,1)`

32
Q

efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree

a. country club management (1,9)
b. team management (9,9)
c. middle-of-the-road management (5,5)
d. impoverished management (1,1)
e. authority-compliance (9,1)

A

e. authority-compliance (9,1)

33
Q

focus on the organization

a. manager
b. leader

A

a. manager

34
Q

rational

a. manager
b. leader

A

a. manager

35
Q

maintains stability

a. manager
b. leader

A

a. manager

36
Q

assigns tasks

a. manager
b. leader

A

a. manager

37
Q

organizes

a. manager
b. leader

A

a. manager

38
Q

analyzes

a. manager
b. leader

A

a. manager

39
Q

position power

a. manager
b. leader

A

a. manager

40
Q

focus on people

a. manager
b. leader

A

b. leader

41
Q

visionary

a. manager
b. leader

A

b. leader

42
Q

promotes change

a. manager
b. leader

A

b. leader

43
Q

defines purpose

a. manager
b. leader

A

b. leader

44
Q

nurtures

a. manager
b. leader

A

b. leader

45
Q

innovates

a. manager
b. leader

A

b. leader

46
Q

personal power

a. manager
b. leader

A

b. leader

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