A management function which involves influencing others to engage in the work behaviors necessary to reach organizational goals.
Leading
New cards
2
Function
Leading
New cards
3
Process
Leadership
New cards
4
6 Bases of Power
Legitimate Power; Reward Power; Material Rewards; Coercive Power; Referent Power; Expert Power
New cards
5
A Person who occupies a higher position has these over persons in lower positions within the organization
Legitimate Power
New cards
6
The ability to give rewards to anybody who follows orders or requests
Reward Power
New cards
7
Refer to money or other tangible benefits
Material Reward
New cards
8
When a person compels another to comply eith the orders through threats or punishments
Coercive Power
New cards
9
When a person can get compliance from another because the latter would want to be identified with the former
Referent Power
New cards
10
Experts provide specialized information regarding their specific lines of expertise
Expert Power
New cards
11
It is the process of influencing and supporting others to work enthusiastically toward achieving objectives
Leadership
New cards
12
It is expected of any manager in charge of any unit or division
Leadership
New cards
13
It is important that a leader is \___ in order to achieve the objectives of the division or unit
Effective
New cards
14
Traits of Effective Leaders
A high level of personal drive; The desire to lead; Personal integrity; Self-confidence; Analytical ability or judgment; Knowledge of the company, industry or technology; Charisma; Creativity; Flexibility
New cards
15
American social and organizational psychologist
Robert Katz
New cards
16
3 Basic types of Management Skills according to Robert Katz
It is the knowledge and ability to use processes, practices, techniques, or tools of a specially responsible area
Technical Skill
New cards
18
It involves skills that give the managers the ability and the knowledge to use a variety of techniques to achieve their objectives
Technical skill
New cards
19
It is the ability to interact with other person successfully
Human/Interpersonal Skill
New cards
20
A manager must be able to understand, work with and relate to both individual workers and groups or team in order to build a \____.
Teamwork Environment
New cards
21
These are the skills that present the managers' ability to interact, work or relate effectively with people
Human or Interpersonal skills
New cards
22
It is the mental-ability of a manager to view the organization as a whole
Conceptual Skill
New cards
23
It deals with bright ideas and abstract relationships
Conceptual Skill
New cards
24
It is the ability to imagine the integration and coordination of all the segments of the entire organization
Conceptual Skill
New cards
25
Behavioral Approaches to Leadership Styles
According to 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.
Leaders who make decisions themselves, without consulting subordinates
Autocratic Leaders
New cards
31
Leader openly invites his subordinates to participate or share in decisions
Participative Leaders
New cards
32
Set objectives and allow employees or subordinates relative freedom to objectives
Free-rein Leaders
New cards
33
Leaders Orientation toward Tasks and People
Employee Orientation; Task Orientation
New cards
34
When a leader considers employees as human being of "intrinsic importance and with individual and personal need to satisfy"
Employee Orientation
New cards
35
When a leader places stress on production and the technical aspects of the job and the employees are viewed as the means of getting work done
Task Orientation
New cards
36
It is an effort to determine through research which managerial practices and techniques are appropriate in specific situations
Contingency Approach
New cards
37
4 Contingency Approaches to Leadership Styles
Fiedler's Contingency Model; Hershey and Blanchard's Situation Leadership Model; Path-Goal Model of Leadership; Vroom's Decision Making Model
New cards
38
Leadership is effective when the leader's style is appropriate to the situation.
Fiedler's Contingency Model
New cards
39
3 Principal Factors determining Situation Characteristics
Relations between leaders and followers; Structure of the task; Power inherent in the leader's position.
New cards
40
The Situation Characteristics vary from \____.
Organization to Organization
New cards
41
To be effective, the situation must \___ the leader
Fit
New cards
42
If the Situation does not fit the leader, the following may be tried
Change the leader's trait or behavior; Select leaders who have traits or behaviors fitting the situations; Move leaders around in the organization until they are in positions that fit them; Change the situation.
New cards
43
It suggests that the most important factor affecting the selection of a leader's style is the development (or maturity) level of subordinate.
Hershey and Blanchard Situational Leadership Model
New cards
44
The leader should match his or her style to this \____.
Maturity Level
New cards
45
Maturity Level (2):
Job Skills and Knowledge; Psychological Maturity.
New cards
46
Leadership Style Appropriate for Various Maturity Level
Directing; Coaching; Supporting; Delegating
New cards
47
Is for people who lack competence but are enthusiastic and committed
Directing
New cards
48
Is for people who have competence but lack commitment
Coaching
New cards
49
Is for people who lack of competence or motivation
Supporting
New cards
50
Is for people who have both competence and commitment
Delegating
New cards
51
Structure, Control, and Supervise
Directing
New cards
52
Direct and Support
Coaching
New cards
53
Praise, Listen, Listen and Facilitate
Supporting
New cards
54
Turn over responsibility for day-to-day decision-making
Delegating
New cards
55
Leadership can be made effective because leaders can influence subordinates perceptions
Path-Goal Model of Leadership
New cards
56
Leadership can be made effective because leaders can influence subordinate's \____.
Perception
New cards
57
It is assumed that effective leaders can enhance subordinate motivation
Motivation
New cards
58
Enhance Subordinate Motivation by:
Clarifying the subordinate's perception of work goals; Linking meaningful rewards with goal attainment; Explaining how goals and desired rewards can be achieved.
Studied by 6 people
