Chapter 1: Leading

These vocabulary flashcards cover the core concepts of leadership, power bases, leadership traits and skills, and various behavioral and contingency leadership models as discussed in the Chapter 1 transcript.

Leading

The management function which involves influencing others to engage in the work behaviors necessary to reach organizational goals.

Leadership

The process of influencing and supporting others to work enthusiastically toward achieving objectives.

Power

The ability of a leader to exert force on another.

Legitimate Power

The power possessed by a person who occupies a higher position over persons in lower positions within the organization.

Reward Power

The ability to give material or psychic rewards to anyone who follows orders or requests.

Material Rewards

Tangible benefits given by a leader, such as money, cars, house and lot, etc.

Psychic Rewards

Intangible recognition given by a leader, such as praises.

Coercive Power

Compelling another to comply with orders through threats or punishment, such as demotion or dismissal.

Referent Power

Power gained when a person gets compliance from another because the latter wants to be identified with the former.

Expert Power

Influence possessed by people with great skills in technology or specialized information regarding their specific lines of expertise.

Personal Drive

A leadership trait characterized by a willingness to accept responsibility, vigor, initiative, persistence, and health.

Personal Integrity

A trait defined by V.K. Saraf as including honesty, honor, incorruptibility, rectitude, righteousness, and uprightness.

Self-Confidence

The trait necessary for moves to be continuous and precise during conceptualizing, organizing, and implementing activities.

Analytical Ability

The skill to determine the root cause of a problem to help subordinates improve production.

Charisma

A quality of sufficient personal magnetism that leads people to follow a person's directives.

Creativity

Defined by Ronnie Millevo as the ability to combine existing data, experience, and preconditions to result in solutions regarded as new, valuable, and innovative.

Flexibility

A trait where a leader allows different methods of work from subordinates as long as the required outputs are produced.

Technical Skill

One of the three essential skills for effective leaders, focusing on specialized knowledge and expertise.

Human Skill

One of the three essential skills for effective leaders, focusing on the ability to work with and relate to people.

Conceptual Skill

One of the three essential skills for effective leaders, focusing on the ability to see the organization as a whole.

Autocratic Leaders

A leadership style where one person has control over all workers; a form of dictatorship leadership.

Participative Leaders

A democratic leadership style that involves all team members in identifying goals and developing strategies.

Free-rein Leaders

A style involving indirect supervision, allowing subordinates to function on their own without extensive direct supervision.

Employee Oriented

A classification of leadership based on the leader's orientation towards the people in the organization.

Task Oriented

A classification of leadership based on the leader's focus on work activities.

Contingency Approaches

An effort to determine through research which managerial purposes and techniques are appropriate in specific situations.

Fiedler’s Contingency Model

A model by Fred Fiedler stating leadership is effective when the leader’s style is appropriate to the situation, based on leader-follower relations, task structure, and position power.

Situational Leadership Model

Developing by Hersey and Blanchard, suggesting the most important factor in selecting style is the maturity level of subordinates.

Maturity Level

In the Hersey and Blanchard model, this consists of job skills and knowledge and psychological maturity.

Style 1 – DIRECTING

Recommended leadership style for subordinates with low ability and low willingness, focusing on structure, control, and supervision.

Style 2 – COACHING

Recommended leadership style for subordinates with low ability and high willingness, focusing on directing and supporting.

Style 3 – SUPPORTING

Recommended leadership style for subordinates with high ability and low willingness, focusing on praise, listening, and facilitating.

Style 4 – DELEGATING

Recommended leadership style for subordinates with high ability and high willingness, turning over responsibility for day-to-day decision-making.

Path-Goal Model of Leadership

A model by J. House and Terence R. Mitchell stating leaders influence subordinate motivation by clarifying work goals and linking rewards to goal attainment.

Directive Leadership (Path-Goal)

A style where the leader focuses on clear task assignments, standards of performance, and work schedules.

Supportive Leadership (Path-Goal)

A style where subordinates are treated as equals in a friendly manner to improve their well-being.

Achievement-oriented Leadership

A style where the leader sets challenging goals and seeks continuous improvement with confidence that subordinates will meet challenges.

Vroom’s Decision-Making Model

A model that prescribes leadership styles based on various situations, focusing on degrees of delegation of decision-making authority.

A-1 Decision-Making Style

An autocratic style in Vroom's model where the leader solves the problem or makes the decision himself using available information.

G-2 Decision-Making Style

A group-directed style in Vroom's model where the leader shares the problem with the group, and they collectively decide after generating alternatives.