Leadership & Management

Front 1

Define Management

Back 1

Management is a process of coordinating actions and allocating resources to achieve organizational goals.

Front 2

Theory Z: Ouchi

Back 2

It views organizations and workers more holistically. The emphasis is on collective decision making, long-term employment with slower promotions, and less direct supervision.

Front 3

Define Leadership

Back 3

Leadership is a process of influence whereby the leader influences others toward goal achievement.

Front 4

Formal Leadership

Back 4

Based on occupying a position in an organization, called assigned leadership.

Front 5

Informal leadership

Back 5

Occurs when an individual demonstrates leadership outside the scope of a formal leadership role or as a member of a group, rather than as the head or leader of the group. The informal leader can be considered to emerge as a leader when accepted by others and perceived to have influence.

Front 6

Leadership Vs. Management

Back 6

Leadership is about creating change, and management is about coping with complexity.

Front 7

Leadership characteristics

Back 7

Focus on a professional and purposeful vision that provides direction toward the preferred future, passion expressed by leaders involves the ability in inspire and align people toward the promises of life, and they possess integrity based on knowledge of self, honesty, and maturity developed through experience and growth.

Front 8

Leadership Theories

Back 8

Behavioral Approach
Contingency Approach
Contemporary Approach

Front 9

Behavioral Approach

Back 9

Autocratic, Democratic, and Laissez-faire

Front 10

Autocratic leadership

Back 10

involves centralized decision making, with the leader making decisions and using power to command and control others.

Front 11

Democratic leadership

Back 11

Is participatory, authority is delegated to others. The democratic leader uses expert power and the power base afforded by having close, personal relationships to be influential.

Front 12

Laissez-faire leadership

Back 12

passive and permissive, the leader defers decision making

Front 13

Leader behavior

Back 13

Initiating structure involves emphasis on the work to be done, focus on the task and production, concerned with how work is organized and on the achievement of goals. Consideration involves activities that focus on the employee and emphasize relating and getting along with people.

Front 14

Contingency Approach

Back 14

Acknowledges that other factors in the environment influence outcomes as much as leadership style and behavior.

Front 15

Fielder's Contingency Theory

Back 15

Views leader behavior as dependent upon the interaction of the leader's personality and the needs of the situation. The needs of the situation or how favorable the situation is toward the leader involves leader-member relationships, the degree of task structure, and leader's position power.

Front 16

Hersey and Blanchad's Situational Theory

Back 16

Emphasizes follower readiness as a factor in determining leadership style.

Front 17

Follower readiness

Back 17

(Hersey & Blanchard) Called maturity, is assessed in order to select one of 4 leadership styles for a situation: Telling (high task, low relationship behavior), Selling (high task, high relationship behavior), Participating (low task, high relationship behavior), Delegating (low task, low relationship behavior).

Front 18

Path-Goal Theory

Back 18

The leader works to motivate followers and influence goal accomplishment

Front 19

Directive Style

Back 19

Provides structure through direction and authority; leader is focused on the task and getting the job done.

Front 20

Supportive Style

Back 20

Is relationship-oriented; the leader provides encouragement, interest, and attention.

Front 21

Participative Style

Back 21

Focuses on involving followers int the decision-making process.

Front 22

Achievement-oriented Style

Back 22

Provides high structure and direction as well as high support through consideration behavior.

Front 23

Substitutes for leadership

Back 23

*Experience, ability, training
*Professionalism
*Structured, routine tasks
*Feedback provided by the task
*Intrinsic satisfaction
*Cohesive group
*Formalized organization

Front 24

Contemporary Approaches

Back 24

Address the leadership functions necessary to develop learning organizations and lead transforming change.

Front 25

Charismatic Leadership Theory

Back 25

Charismatic leaders display self-confidence, have strength in their convictions, and communicate high expectation and their confidence in others. They have been described as emerging during a crisis, communicating vision and using personal power and unconventional strategies.

Front 26

Transformational Leadership

Back 26

Based on the idea of empowering others to engage in pursuing a collective purpose by working together to achieve a vision of a preferred future.

Front 27

A transformed leader is often described as:
A. one who is committed to a vision that empowers people
B. one who is concerned with day to day operations
C. one who coordinates actions and resources to achieve goals

Back 27

A. Transformational leaders are often perceived as being able to motivate others by demonstrating personal and organizational core values while providing a vision and direction.

Front 28

Theory Y makes the following assumptions:
A. prefer security, direction, and minimal responsibility
B. focus on collective decision making reviewing organization and worker holistically
C. intrinsically motivated, enjoy right conditions, show self control, and discipline

Back 28

2. C. Theories have been developed to describe factors and characteristics regarding ways to motivate or influence others based upon underlying attitudes about human nature. The assumptions of the theories are that under the right conditions certain people are internally motivated exhibiting self-control and discipline. This may be used as a guide to understand behavior and help support employees and co-workers.

Front 29

Democratic leadership characteristics include:
A. centralized decision making with the leader making decisions and using power to command and control
B. use of expert power by having close personal relationships and delegates authority
C. passive and permissive whereby the leader defers making decisions

Back 29

3. B. By tradition, democratic leaders develop personal relationships which are used to establish a power base and use power to influence others.