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Managerial skills > UNIT 1- management and leadership > Flashcards

UNIT 1- management and leadership Flashcards

1
Q

Exercising leadership

A

transmitting vision, purpose and certainty in a language that motivates, inspires trust and generates credibility by the coherence between what is said and what is done.

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2
Q

Increasing self-knowledge

A

Finding your strengths and areas for improvement. Know how to listen to understand the position of others, and respond to their concerns and needs

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3
Q

Great leaders start with self leadership

A
  1. Self-awareness
  2. Self-reflection
  3. Self-regulation
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4
Q

Only three things happened naturally in organizations - Peter Drucker

A

Friction, confusion, and underperformance. Everything else requires leadership.

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5
Q

Leadership problems=

A

TLT (too little time) x People x Power

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6
Q

Leadership definition

A

Leadership as the art or the process of influencing people, to get them to work voluntarily and enthusiastically in the fulfillment of the group’s goals.

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7
Q

Traditional leadership approaches

A
  1. Traits approach (personal characteristics)
  2. Behavioral approach (actions)
    - autocratic leaders
    - democratic leaders
    - laissez-faire leaders
  3. Contingency approach
  4. Power and influence theories
    - French and Raven
    - Transactional
  5. Transformational
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8
Q

Traits approach (Personal characteristics)

A
  • argue that effective leaders share a number of common traits/skills
  • examples: integrity, empathy, assertiveness, good decision-making skills ++)
  • none of these traits/ combination of them will guarantee that someone is a great leader
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9
Q

Autocratic leader

A
  • makes decisions without consulting their team
  • considered appropriate when decisions need to be made quickly and there is no need fro input
  • when team agreements isn’t necessary for a successful outcome
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10
Q

Democratic leader

A
  • allows the team to provide input before making a decision
  • the degree of input can vary from leader to leader
  • important when team agreement matters
  • can be difficult to manage when there are many ideas and perspectives
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11
Q

Laissez-faire leaders

A
  • dont interfere- let the people within the team make many of the decisions
  • works when the team is highly capable and motivated- don’t need close supervision
  • will fail when I appears because the leader is lazy or distracted
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12
Q

Contingency Theories – How Does the Situation Influence Good Leadership?

A

The realization that there is no one correct type of leader led to theories that the best leadership style depends on the situation. These theories try to predict which style is best in which circumstance.

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13
Q

The best leaders use:

A

The best leaders are those who can use many different behavioral styles, and choose the right style for each situation.

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14
Q

Power and Influence Theories – What Is the Source of the Leader’s Power?

A

Power and influence theories of leadership take an entirely different approach – these are based on the different ways that leaders use power and influence to get things done, and they look at the leadership styles that emerge as a result.
- French and Raven’s Five Forms of Power
- Transactional

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15
Q

French and Raven’s Five Forms of Power

A

This model highlights three types of positional power – legitimate, reward, and coercive – and two sources of personal power – expert and referent (your personal appeal and charm). The model suggests that using personal power is the better alternative, and that you should work on building expert power (the power that comes with being a real expert in the job) because this is the most legitimate source of personal power.

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16
Q

Transactional

A

This approach assumes that people do things for reward and for no other reason. Therefore, it focuses on designing tasks and reward structures. While this may not be the most appealing leadership strategy in terms of building relationships and developing a highly motivating work environment, it often works, and leaders in most organizations use it on a daily basis to get things done.

17
Q

Transformational leadership style

A

Is often the best leadership style to use in business.
Transformational leaders show integrity, and they know how to develop a robust and inspiring vision of the future. They motivate people to achieve this vision, they manage its delivery, and they build ever stronger and more successful teams.

18
Q

Path-goal theory of leadership

A
  1. Based on these factors:

Subordinate characteristics:
- need for affiliation
- preference for structure
- desire for control
- self-perceived level of task ability

Environmental factors:
- task structure
- formal authority systems
- primary work group

  1. A leader will select:

Leadership style:
- directive
- supportive
- participative
- achievement-oriented

  1. And then focus on:

Motivation factors:
1. Ensure goals are clear and rewards desirable
2. Make the path to the goal clear
3. Remove roadblocks
4. Provide support and coaching

19
Q

Path-goal theory of leadership belongs to:

A

Contingency leadership models

20
Q

The Fiedlers contingency model

A
  • mid 19602- Fred Fiedlers
  • there is no best style of leadership, a leaders effectiveness is based on the situation
  • The result of two factors:
    1. Leadership style
    2. Situational Favorableness (leader-member relationship, task structure, and leader´s position power)
  • use the LPC leadership scale to generate a cumulative score based on your perception of your co-workers character, traits and attitude

> 57 LPC = low score = task oriented
58-63 = middle score = task oriented or relationship oriented
<63 = high score = relationship oriented

21
Q

Leadership theories

A
  • Blake Mouton (people vs task oriented)
  • Goleman (six emotional leadership styles)
  • Flamholtz and Randle´s (matrix)
  • Hersey and Blanchard (Situational leadership model)
  • Transformational Leadership
22
Q

Blake Mouton

A

Concern for people vs concern for results

  1. Impoverished management (low people, low results)
  2. Produce-or-Perish management (low people, high results)
  3. Middle-of-the-Road management (status quo manager, balance the two)
  4. Country-Club management (high people, low results)
  5. Team management (high people, high results)
23
Q

Goleman

A

Six emotional leadership styles- each has a different emotional effect on the people you are leading

  1. Authoritative
  2. Coaching
  3. Affiliative
  4. Democratic
  5. Pacesetting
  6. Coercive
24
Q

Flamholtz and Randle´s Matrix

A

Programmability vs Capability for Autonomy

4 quadrants:

  1. High programmability, low job autonomy- autocratic/ benevolent autocratic
  2. High programmability, high job autonomy- consultative/participative
  3. Low programmability, low job autonomy- consultative/participative
  4. Low programmability, high job autonomy- consensus/ Laisses-Faire
25
Q

Hersey and Blanchard (Situational leadership model)

A

Predicted on the belief that there is no one “best” style of leadership
- the best style will depend on the situation: the task to be performed and the team performing it
- the best leaders weigh these different variables affecting their situation then select their leadership style

Directive behavior vs supportive behavior

  1. High directive and low supportive- directing
  2. High directing and high supportive- coaching
  3. Low directive and high supportive- supporting
  4. Low directive and low supportive- delegating
26
Q

CEO concern over availability of skills- PWC

A

34% express extreme concern over talent availability

27
Q

The mismatch between supply and demand for talent in 2021

A

Strongest trend talent surplus:
1. India
2. Indonesia
2. Colombia

Strongest trend talent deficit:
1. Taiwan
2. Japan
3. Poland

28
Q

The talent paradox

A

“The paradox is profound: On the one hand, 40 million workers in the industrialized world are unemployed, …. Yet executives and managers tasked …say they are unable to find the right people with the proper skills to fill their vacancies”

29
Q

Soft skills needed for the 21st- Century Workforce

A
  • technical skills is no longer enough for workers in this highly competitive global work environment
  • the soft skills deficit includes oral communication, problem solving, low self-confidence, and interpersonal skills
  • the most valuable employees in the organization has a mix of both hard and soft skills
  • the need for individual soft skills has taken on heightened importance

+++

30
Q

Top 10 skills of 2025

A

Four categories:
- problem-solving
- self-management
- working with people
- technology use and development

  1. Analytical thinking and innovation (problem solving)
  2. Active learning and learning strategies (self-management)
  3. Complex problem solving (problem solving)
  4. Critical thinking and analysis (problem solving)
  5. Creativity, originality and initiative (problem solving)
  6. Leadership and social influence (working with people)
  7. Technology use, monitoring and control (technology use and development)
  8. Technology design and programming (technology use and development)
  9. Resilience, stress tolerance and flexibility (self-management)
  10. Reasoning, problem-solving and ideation (problem solving)
31
Q

What can companies do to solve it?

A
  • Think more broadly about how and where talent is sourced.
  • Be prepared to invest more in retraining and reskilling
  • Take a greater evidence-based approach to talent management.
  • Improve employee engagement
  • Ensure that education policy is fully integrated into larger economic growth strategies.
  • Move rapidly to develop new forms of digital and technology-enabled training programs.
32
Q

How Countries need to prepare to face the challenges of demographic shifts and a fast-changing labour market environment?

A
  • Assess current and anticipate future skills shortages through strategic skills planning.
  • Develop skills recognition mechanisms for both native born and migrant workers
  • Provide tax incentives for businesses to train
    employees.
  • Develop public-private partnerships (PPP) for
    promoting education and training.
  • Promote student mobility.
33
Q

4 elements that influence the style of leadership

A
  • personality
  • environment
  • collaborators
  • culture
34
Q

Leadership definition

A

The art of influencing people to get them to work voluntarily and enthusiastically in the fulfillment of the group’s goals.

Managerial skills (6 decks)

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