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LABORATORY MANAGEMENT > 3 - DIRECTING AND SUPERVISING > Flashcards

3 - DIRECTING AND SUPERVISING Flashcards

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

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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

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3
Q

Defined as theories that isolate behaviors that differentiate effective leaders from ineffective leaders

A

Behavioral Theories of Leadership

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4
Q

University of Iowa (Leadership Styles)

A
  1. Democratic Style
  2. Autocratic Style
  3. Laissez-faire Style
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5
Q

University of Iowa (Leadership Styles)

Involving subordinates, delegating authority, and encouraging participation

A

Democratic Style

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6
Q

University of Iowa (Leadership Styles)

Dictating work methods, centralizing decision-making, and limiting participation

A

Autocratic Style

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7
Q

University of Iowa (Leadership Styles)

Giving group freedom to make decisions and complete work

A

Laissez-faire Style

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8
Q

Ohio State (Leadership Theories)

A
  1. Consideration
  2. Initiating Structure
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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

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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

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11
Q

University of Michigan (Leadership Theories)

A
  1. Employee-Oriented
  2. Production-Oriented
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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

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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

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14
Q
  • Used to identify and appraise leadership styles using 2 criteria:
    1. Concern for people
    2. Concern for production
A

Managerial Grid

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15
Q

Managerial Grid

1, 9

A

Country Club Style

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16
Q

Managerial Grid

9, 9

A

Team Style

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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
  1. Autocratic
  2. Bureaucratic
  3. Participative
  4. Consultative
  5. Laissez-faire
  6. 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
  1. Exploitative
  2. 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
Q

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
A

Bureaucratic Leadership

26
Q

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
A

Participative Leadership

27
Q

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
A

Consultative Leadership

28
Q

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
A

Laissez-faire Leadership

29
Q

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”
A

Paternalistic Leadership

30
Q

Theories with an if-then context

A

Contingency Theories

31
Q
  • Certain leadership styles match certain work situations
  • If this is the situation, this type of leadership is needed for effective performance
A

The Fiedler Model

32
Q
  • Leadership styles depend on the readiness of the workers
  • If the workers are unwilling to work, this leadership style should be used
A

Hershey and Blanchard’s Situational Leadership Theory

33
Q
  • 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
A

Path-Goal Model

34
Q

Latest views of leadership

A

Contemporary Views of Leadership

35
Q

what are the Contemporary Views of Leadership?

A
  1. Leader-Member Exchange (LMX) Theory
  2. Transformational-Transactional Leadership
  3. Charismatic-Visionary Leadership
  4. Authentic Leadership
  5. Ethical Leadership
  6. Team Leadership
36
Q

Contemporary Views of Leadership

Leaders have their own in-group and out-group

A

Leader-Member Exchange (LMX) Theory

37
Q

Contemporary Views of Leadership

leading by inspiring followers

A

Transformational

38
Q

Contemporary Views of Leadership

leading by exchanging performance with rewards

A

Transactional

39
Q

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
A

Authentic Leadership

40
Q

Contemporary Views of Leadership

  • Is when a leader inspires others to pursue a long-term vision
  • Builds on participation, communication, and goal setting
A

Visionary Leadership

41
Q

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
A

Charismatic Leadership

LABORATORY MANAGEMENT (13 decks)

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