3 - DIRECTING AND SUPERVISING Flashcards
(41 cards)
1
Q
- Also known as “coordinating”, “activating”, and “leading”
- Refers to the “doing” phase of management
- Setting the plans into action through:
1. Motivation
2. Communication
3. Conflict management
4. Collaboration
5. Negotiation
A
Directing
2
Q
- A critical adjunct to directing and entails responsibility for assuring that policies and procedures are followed
- Requires an understanding and agreement with the established goals and an active role in their formulation and achievement
A
Supervising
3
Q
Defined as theories that isolate behaviors that differentiate effective leaders from ineffective leaders
A
Behavioral Theories of Leadership
4
Q
University of Iowa (Leadership Styles)
A
- Democratic Style
- Autocratic Style
- Laissez-faire Style
5
Q
University of Iowa (Leadership Styles)
Involving subordinates, delegating authority, and encouraging participation
A
Democratic Style
6
Q
University of Iowa (Leadership Styles)
Dictating work methods, centralizing decision-making, and limiting participation
A
Autocratic Style
7
Q
University of Iowa (Leadership Styles)
Giving group freedom to make decisions and complete work
A
Laissez-faire Style
8
Q
Ohio State (Leadership Theories)
A
- Consideration
- Initiating Structure
9
Q
Ohio State (Leadership Theories)
- Being considerate of the followers’ ideas and feelings
- Managers show effort to explain their action
- Treats workers as equal
- Listens to subordinates’ concern
- Looks out for their personal welfare
- Gives advance notice of changes
- Generally friendly and approachable
A
Consideration
10
Q
Ohio State (Leadership Theories)
- Structuring work and work relationships to get the job done
- Pays attention to assigning particular tasks
- Emphasizes on specifying and clarifying what is expected of subordinates and the uniformity of the procedures to be followed
- Personally deciding what and how work will be done
A
Initiating Structure
11
Q
University of Michigan (Leadership Theories)
A
- Employee-Oriented
- Production-Oriented
12
Q
University of Michigan (Leadership Theories)
- Emphasizes interpersonal relationships and taking care of employees’ needs
- Managers have strong ties with employees rather than in production work
A
Employee-Oriented
13
Q
University of Michigan (Leadership Theories)
- Emphasizes the technical or task aspects of the job
- Emphasizes the high productivity at the expense of all other factors
A
Production-Oriented
14
Q
- Used to identify and appraise leadership styles using 2 criteria:
1. Concern for people
2. Concern for production
A
Managerial Grid
15
Q
Managerial Grid
1, 9
A
Country Club Style
16
Q
Managerial Grid
9, 9
A
Team Style
17
Q
Managerial Grid
9, 1
A
Produce or Perish Style
18
Q
Managerial Grid
1, 1
A
Impoverished Style
19
Q
Managerial Grid
5, 5
A
Middle-of-the-road Style
20
Q
Leadership Styles
A
- Autocratic
- Bureaucratic
- Participative
- Consultative
- Laissez-faire
- Paternalistic
21
Q
Leadership Styles
- Also known as “authoritarian”, “boss-centered”, or “dictatorial”
- Focuses on close supervision
- Gives no room for employee initiative and participation in the decision-making process
- High degree of centralization and narrow span of control or management
- Managers believe that their employees would not efficiently perform the job without their detailed instruction
A
Autocratic Leadership
22
Q
Leadership Styles
Two types of autocratic leadership
A
- Exploitative
- Benevolent
23
Q
Leadership Styles: Autocratic Leadership
- Followers are exploited for the benefit of the leader
- Managers view workers only as tools and means of production and feel no further obligation to them
A
Exploitative
24
Q
Leadership Styles: Autocratic Leadership
- “Father-knows-best” approach
- Leaders treat followers kindly while sincerely believing he or she must make all the decisions
A
Benevolent
25
# Leadership Styles
* Leaders tell the employees what to do and how to do the job
* Places emphasis on following the organization’s rules and regulations
* “By the book” approach – rules are strictly enforced with no exceptions
Bureaucratic Leadership
26
# Leadership Styles
* Contribution of the group to the organizational effort is emphasized, opposite of autocratic
* Involves the employees in the decision-making process
* Makes employees experience a sense of ownership
* Despite these, the manager remains responsible for the final decisions
Participative Leadership
27
# Leadership Styles
* Pseudo-participative method of leadership
* Leaders routinely solicit employee input but ignore them at the end
* Gives employees a “false” feeling of participation
Consultative Leadership
28
# Leadership Styles
* “Free rein”, “hands-off”
* Employees are self-motivated and generally self-directed
* Employees receive little to no supervision
* Managers do not lead but allow the employees to lead themselves
Laissez-faire Leadership
29
# Leadership Styles
* Similar to benevolent autocracy
* Managers believe that employees do not know what is good for them or how to make decisions for themselves
* Managers become “benign dictators”
Paternalistic Leadership
30
Theories with an if-then context
Contingency Theories
31
* Certain leadership styles match certain work situations
* If this is the situation, this type of leadership is needed for effective performance
The Fiedler Model
32
* Leadership styles depend on the readiness of the workers
* If the workers are unwilling to work, this leadership style should be used
Hershey and Blanchard’s Situational Leadership Theory
33
* Leaders should clear the “path” for the workers to achieve their “goal”
* Aligns leadership behavior with the work environment and workers’ personal characteristics
* More flexible than the Fiedler Model
* If this is the work environment and the workers act this way, this leadership behavior will best help them achieve their goal
Path-Goal Model
34
Latest views of leadership
Contemporary Views of Leadership
35
what are the Contemporary Views of Leadership?
1. Leader-Member Exchange (LMX) Theory
2. Transformational-Transactional Leadership
3. Charismatic-Visionary Leadership
4. Authentic Leadership
5. Ethical Leadership
6. Team Leadership
36
# Contemporary Views of Leadership
Leaders have their own in-group and out-group
Leader-Member Exchange (LMX) Theory
37
# Contemporary Views of Leadership
leading by inspiring followers
Transformational
38
# Contemporary Views of Leadership
leading by exchanging performance with rewards
Transactional
39
# Contemporary Views of Leadership
* Clear and consistent set of values through a
leader's actions and words – regardless of
the situation
* Beneficial during times of change and
transformation when trust, collaboration and
engagement are actively important
characteristics
Authentic Leadership
40
# Contemporary Views of Leadership
* Is when a leader inspires others to pursue a long-term vision
* Builds on participation, communication, and goal setting
Visionary Leadership
41
# Contemporary Views of Leadership
* Is when a leader uses charismatic qualities to inspire others
* Can be very inspirational and
motivational, leading to unity and engagement
Charismatic Leadership
