Studied by 4 people
A management function which involves influencing others to engage in the work behaviors necessary to reach organizational goals.
Leading
Function
Leading
Process
Leadership
6 Bases of Power
Legitimate Power; Reward Power; Material Rewards; Coercive Power; Referent Power; Expert Power
A Person who occupies a higher position has these over persons in lower positions within the organization
Legitimate Power
The ability to give rewards to anybody who follows orders or requests
Reward Power
Refer to money or other tangible benefits
Material Reward
When a person compels another to comply eith the orders through threats or punishments
Coercive Power
When a person can get compliance from another because the latter would want to be identified with the former
Referent Power
Experts provide specialized information regarding their specific lines of expertise
Expert Power
It is the process of influencing and supporting others to work enthusiastically toward achieving objectives
Leadership
It is expected of any manager in charge of any unit or division
Leadership
It is important that a leader is ___ in order to achieve the objectives of the division or unit
Effective
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
American social and organizational psychologist
Robert Katz
3 Basic types of Management Skills according to Robert Katz
Technical Skill; Human/Interpersonal Skill; Conceptual Skill
It is the knowledge and ability to use processes, practices, techniques, or tools of a specially responsible area
Technical Skill
It involves skills that give the managers the ability and the knowledge to use a variety of techniques to achieve their objectives
Technical skill
It is the ability to interact with other person successfully
Human/Interpersonal Skill
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
These are the skills that present the managers' ability to interact, work or relate effectively with people
Human or Interpersonal skills
It is the mental-ability of a manager to view the organization as a whole
Conceptual Skill
It deals with bright ideas and abstract relationships
Conceptual Skill
It is the ability to imagine the integration and coordination of all the segments of the entire organization
Conceptual Skill
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.
Ways to Approach People
Positive Leadership; Negative Leadership
When a leader's approach emphasizes rewards
Positive Leadership
When punishment is emphasized by the leader
Negative Leadership
Ways to use Leader's Power
Autocratic Leaders; Participative Leaders; Free-rein Leaders
Leaders who make decisions themselves, without consulting subordinates
Autocratic Leaders
Leader openly invites his subordinates to participate or share in decisions
Participative Leaders
Set objectives and allow employees or subordinates relative freedom to objectives
Free-rein Leaders
Leaders Orientation toward Tasks and People
Employee Orientation; Task Orientation
When a leader considers employees as human being of "intrinsic importance and with individual and personal need to satisfy"
Employee Orientation
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
It is an effort to determine through research which managerial practices and techniques are appropriate in specific situations
Contingency Approach
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
Leadership is effective when the leader's style is appropriate to the situation.
Fiedler's Contingency Model
3 Principal Factors determining Situation Characteristics
Relations between leaders and followers; Structure of the task; Power inherent in the leader's position.
The Situation Characteristics vary from ____.
Organization to Organization
To be effective, the situation must ___ the leader
Fit
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.
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
The leader should match his or her style to this ____.
Maturity Level
Maturity Level (2):
Job Skills and Knowledge; Psychological Maturity.
Leadership Style Appropriate for Various Maturity Level
Directing; Coaching; Supporting; Delegating
Is for people who lack competence but are enthusiastic and committed
Directing
Is for people who have competence but lack commitment
Coaching
Is for people who lack of competence or motivation
Supporting
Is for people who have both competence and commitment
Delegating
Structure, Control, and Supervise
Directing
Direct and Support
Coaching
Praise, Listen, Listen and Facilitate
Supporting
Turn over responsibility for day-to-day decision-making
Delegating
Leadership can be made effective because leaders can influence subordinates perceptions
Path-Goal Model of Leadership
Leadership can be made effective because leaders can influence subordinate's ____.
Perception
It is assumed that effective leaders can enhance subordinate motivation
Motivation
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.
Leadership Styles by Path-Goal Proponents
Directive Leadership; Supportive Leadership; Participative Leadership; Achievement Oriented Leadership
Leader focuses in clear task assignments, standards of successful performance, and work schedules
Directive Leadership
Subordinates are treated as equals in a friendly manner while striving to improve their well-being
Supportive Leadership
Leadership consults and then seriously considers those suggestions when making decisions
Participative Leadership
Leader sets challenging goals, emphasizes excellence, and seeks continuous improvement
Achievement Oriented Leadership
It prescribes the proper leadership style for various situations, focusing on the appropriate degrees of delegation of decision making authority
Vroom's Decision-Making Model
How many distinct decision making styles are identified under the Vroom Model?
Five
How many Decision-Making Style under Vroom Model for Autocratic Leader
Two
How many Decision-Making Style under Vroom Model for Consultative Leader
Two
How many Decision-Making Style under Vroom Model for Group Directed
One
Leader solves the problem or makes the decision himself using available information
A-1
Leader obtains necessary information from subordinates, then decides
A-2
Leader approaches subordinates individually getting their ideas then makes decision
C-1
Leader shares the problem with subordinates as a group, obtaining their collective ideas and suggestions, then decides
C-2
Leader shares the problem with subordinates as a group. Lets the group generate and evaluate alternative solutions, and then collectively decides
G-2
Degree of Subordinate Participation under A-1
None
Degree of Subordinate Participation under A-2
Low
Degree of Subordinate Participation under C-1
Moderate
Degree of Subordinate Participation under C-2
Moderate
Degree of Subordinate Participation under G-2
High
Note 
Flashcard (126)