CHAPTER 8 Flashcards
(92 cards)
1
Q
Is the management function which “involves influencing others to engage in the work behaviors necessary to reach organizational goals.”
A
Leading
2
Q
Refers to the function
A
Leading
3
Q
Refers to the process
A
Leadership
4
Q
They are said to be able to influence others because of the power they possess.
A
Leaders
5
Q
Refers to the ability of a leader to exert force on another.
A
Power
6
Q
The power possessed by leaders may be classified according to various bases. They are as follows:
A
- Legitimate power
- Reward power
- Coercive power
- Referent power
- Expert power
7
Q
A person who occupies a higher position has legitimate power over persons in lower positions within the organization. A supervisor, for instance, can issue orders to the workers in his unit. Compliance can be expected.
A
Legitimate Power
8
Q
When a person has the ability to give rewards to anybody who follows orders or requests, he is said to have reward power.
A
Reward Power
9
Q
Rewards maybe classified into two forms:
A
Material and psychic
10
Q
Material Rewards
A
Money or other tangible benefits like cars, house and lot, etc.
11
Q
Psychic rewards
A
Recognition, praises, etc.
12
Q
When a person compels another to comply with orders through threats or punishment, he is said to possess coercive power.
A
Coercive Power
13
Q
Punishment may take the form of
A
- Demotion
- Dismissal
- Witholding of promotion
etc.
14
Q
When a person can get compliance from another because the latter would want to be identified with the former, that person is said to have referent power.
A
Referent Power
15
Q
Experts provide specialized information regarding their specific lines of expertise.
A
Expert Power
16
Q
This influence, called ________, is possessed by people with great skills in technology.
A
Expert Power
17
Q
The ________ exercised by environmental scientist was enough to force governments throughout the world to pass legislation favorable to environmental protection.
A
Expert Power
18
Q
May be referred to as “the process of influencing and supporting others to work enthusiastically toward achieving objectives.”
A
Leadership
19
Q
Is expected of any manager in charge of any unit or division.
A
Leadership
20
Q
There are certain leadership traits identified by researchers and which may be useful in developing effective leaders. These traits are as follows:
A
- A high level of personal drive
- The desire to lead
- Personal integrity
- Self-Confidence
- Analytical ability or judgement
- Knowledge of the company, industry or technology
- Charisma
- Creativity
- Flexibility
21
Q
Are those identified as willing to accept responsibility, possess vigor, initiative, persistence, and health.
A
Personal Drive
22
Q
Is a very important leadership trait because of the possibility of failure in every attempt to achieve certain goals.
A
Drive
23
Q
An example of a person with a high level of personal drive is ____________, plant director of the Polo plant of San Miguel Corporation between 1992 and 1994.
A
Paul Mediarito
24
Q
There are some persons who have all the qualifications for leadership, yet they could not become leaders because they lack of one special requirement:
A
The Desire to Lead
25
A person who is well-regarded by others as one who has integrity possesses one trait of a leader.
Personal Integrity
26
According to __________, integrity means and includes "honesty, honour, incorruptibility, rectitude, righteousness, uprightness, and similar virtues."
V.K. Saraf
27
According to V.K. Saraf, __________ means and includes "honesty, honour, incorruptibility, rectitude, righteousness, uprightness, and similar virtues.
Integrity
28
The activities of leaders require moves that will produce the needed outputs. The steps of conceptualizing, organizing, and implementing will be completed if sustained efforts are made.
Self-Confidence
29
_________ and _________ found in a study they conducted that leaders of mid-sized, high growth companies were "almost inevitably consummate salesmen who radiate enormous contagious self-confidence."
McKinsey and Company
30
Leaders are, oftentimes, faced with difficulties that prevent the completion of assigned tasks. A subordinate, for instance, may have a record of continually failing to produce the needed output.
Analytical Ability
31
The ability to _________ is one desirable trait that a leader can use to tide him over many challenging aspects of leadership.
Analyze
32
A leader who is well-informed about his company, the industry where the company belongs, and the technology utilized by the industry, will be in a better position to provide directions to his unit.
Knowledge of the Company, Industry or Technology
33
When a person has sufficient personal magnetism that leads people to follow his directives, this person is said to have charisma.
Charisma
34
Ronnie Millevo defines __________ as "the ability to combine existing data, experience, and preconditions from various sources in such a way that the results will be subjectively regarded as new, valuable, and innovative, and as a direct solution to an identified problem situation."
Creativity
35
People differ in the way they do their work. One will adapt a different method from another person's method.
Flexibility
36
A leader who allows this situation as long as the required outputs are produced, is said to be ___________.
Flexible
37
Leaders need to have various skills to be effective. They are:
1. Technical skills
2. Human skills
3. Conceptual skills
38
There are skills a leader must possess to enable him to understand and make decisions about work processes, activities, and technology.
Technical Skills
39
_________ is the specialized knowledge needed to perform a job.
Technical Skills
40
These skills refer to the ability of a leader to deal with people, both inside and outside the organization. Good leaders must know how to get along with people, motivate them, and inspire them.
Human Skills
41
This skills refer to the ability to think in abstract terms, to see how parts fit together to form the whole.
Conceptual Skills
42
Those in positions of leadership exhibit a pattern of behavior that is unique and different from other patterns. This total pattern of behavior is called __________.
Leadership Styles or Behavioral Approaches to Leadership Styles
43
There are several approaches used in classifying leadership styles. They are as follows:
1. According to the ways leaders approach people to motivate them.
2. According to the way the leader uses power.
3. According to the leader's orientation towards task and people.
44
There are two ways, a leader may approach people to motivate them. They are:
1. Positive Leadership and
2. Negative Leadership
45
When the leader's approach emphasizes rewards, the style used is ___________.
Positive Leadership
46
When punishment is emphasized by the leader, the style is said to be ______________.
Negative Leadership
47
Punishment may take the form of
Reprimand, suspension, or dismissal
48
Leadership styles also vary according to how power is used.
Ways Leaders Uses Power
49
Leaders who make decisions themselves, without consulting subordinates are called ___________. Motivation takes the form of threats, punishment, and intimidation of all kinds.
Autocratic Leadership
50
The ___________ style is effective in emergencies and when absolute followership is needed.
Autocratic Style
51
When a leader openly invites his subordinates to participate or share in decisions, policy-making and operation methods, he is said to be a ______________.
Participative Leader
52
Advantage of participative leadership
Generates a lot of good ideas. Increased support for decisions and the reduction of the chance that they will be unexpectedly undermined.
53
Disadvantage of Participative Leadership
Time-consuming and Frustrating
54
Leaders who set objectives and allow employees or subordinates relative freedom to do whatever it takes to accomplish these objectives, are called _________.
Free-rein Leaders
55
They are also referred to as laissez-faire leaders
Free-rein Leaders
56
This leadership style is most applicable to certain organizations manned by professionals like doctors and engineers.
Free-rein Leaders
57
Leaders may be classified according to how they view tasks and people.
Leaders Orientation Towards Tasks and People
58
Leaders may be classified according to how they view tasks and people. Consequently, a leader may either be:
1. Employee Oriented
2. Task Oriented
59
A leader is said to be ________________ when he considers employees as human beings of "intrinsic importance with individual and personal need" to satisfy.
Employee Oriented
60
A leader is said to be employee-oriented when he considers employees as human beings of "intrinsic importance with individual and personal need" to satisfy.
Employee Orientation
61
A leader is said to be task-oriented if he places stress on production and technical aspects of the job and the employees are viewed as the means getting the work done.
Task Orientation
62
The ____________ is an effort to determine through research which managerial practices; and techniques are appropriate in specific situations."
Contingency Approach
63
The various contingency approaches are as follows:
1. Fiedler's Contingency Model
2. Hersey and Blanchard's Situational Leadership Model
3. Path-Goal Model of Leadership
4. Vroom's Decision Making Model
64
According to Fred Fiedler, " Leadership is effective when the leader's style is appropriate to the situation."
Fiedler's Contingency Model
65
According to __________, " Leadership is effective when the leader's style is appropriate to the situation."
Fred Fiedler
66
According to Fred Fiedler, "leadership is effective when the leader's style is appropriate to the situation." The situational characteristics is determined by three principal factors:
1. The relation between leaders and followers
2. The structure of the task, and
3. The power inherent in the leader's position
67
The situational characteristics vary from organization to organization. To be effective, the situation must fit the leader. If this is not so, the following may be tried:
1. Change the leader's trait or behaviors.
2. Select leaders who have traits or behaviors fitting the situation.
3. Move leaders around in the organization until they are in positions that fit them.
4. Change the situation.
68
The _______________ leadership model developed by Hersey and Blanchard suggests that the most important factor affecting the selection of a leader's style is the development (or maturity) level of subordinate.
Situational Leadership
69
Maturity has two components:
1. Job skills and knowledge, and
2. Psychological maturity
70
Blanchard and others elaborated on the leadership styles appropriate for the various maturity level of subordinates. They are as follows:
Style 1: Directing
Style 2: Coaching
Style 3: Supporting
Style 4: Delegating
71
Is for people who lack competence but are enthusiastic and committed. They need direction and supervision to get them started.
Style 1: Directing
72
Is for people who have some competence but lack commitment. They need direction and supervision because they're still relatively inexperienced.
Style 2: Coaching
73
Is for people who have both competence but lack of confidence and motivation. They do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation.
Style 3: Supporting
74
Is for people who have both competence and commitment. They are able and willing to work on a project by themselves with little supervision or support.
Style 4: Delegating
75
Development Stage
1. Low ability + Low willingness
Style 1 - Directing - structure, control, and supervise
76
2. Low ability+ High Willingness
Style 2 - Coaching - direct and support
77
3. High ability + Low willingness
Style 3 - Supporting - praise, listen, and facilitate
78
4. High ability + High willingness
Style 4 - Delegating - turn over responsibility for day-to-day decision-making
79
The __________ model of leadership espoused by Robert J. House and Terence R. Mitchell, stipulates that leadership can be made effective because leaders can influence subordinate's perception of their work goals, personal goals, and paths to goal attainment.
Path-Goal Model of Leadership
80
By using the path-goal model, it is assumed that effective leaders can enhance subordinate motivation by:
1. Clarifying the subordinate's perception of work goals,
2. Linking meaningful rewards with goal attainment, and
3. Explaining how goals and desired rewards can be achieved.
81
The leadership styles which may be used by path-goal proponents are as follows:
1. Directive Leadership
2. Supportive Leadership
3. Participative Leadership
4. Achievement Leadership
82
Where the leader focuses on clear task assignments, standards of successful performance, and work schedules.
Directive Leadership
83
Where subordinates are treated as equals in a friendly manner while striving to improve their well-being.
Supportive Leadership
84
Where the leader consults with subordinates to seek their suggestions and then seriously considers those suggestions when making decisions.
Participative Leadership
85
Where the leader set challenging goals, emphasize excellence, and seek continues improvement while maintaining a high degree of confidence that subordinates will meet difficult challenges in a responsible manner.
Achievement-Oriented Leadership
86
Is one that prescribes the proper leadership style for various situations, focusing on the appropriate degrees of delegation of decision-making authority.
Vroom's model of leadership
87
Five distinct decision-making styles are identified under the Vroom model.
Two of them are autocratic, two others are consultative, and one is group directed.
88
A-1 leadership solves the problem or makes the decision himself using available information.
Autocratic Leader
89
A-2 Leader obtains necessary information from subordinates, then decades.
Low
Autocratic Leader
90
C-1 Leader approaches subordinates individually getting their ideas then make decision.
Moderate
Consultative leader
91
C-2 Leader shares the problem with subordinates as a group, obtaining their collective ideas and suggestions, then decides.
Moderate
Consultative Leader
92
G-2 Leader shares the problem with subordinates as a group. Let's the group generate and evaluate alternative solutions, and then collectively decides.
High
Group Directed
