M#5: Principles of Leadership

37問 • 1ヶ月前

問題一覧

Produces varying lists of personal traits guaranteed successful leadership to persons who possesed characterstics such as heights, charisma, intelligence and the like

Trait Approach

Focuses on addressing what a leader is ot who becomes a leader

Trait Approach

Focuses on what a leader does rather rhan what a leader is

Behavioral Approach

Focusing on the importance on the context of the situation in explaining leader effectiveness

Situational Contingency Approach

The leadership style needed would change with the situation

Situational Contingency Approach

Leadership is a relational and shared process that includes a strong emphasis on followership.

Reciprocal Approach

Leadership approach that causes change in individuals and social systems

Transformational Leadership

It creates valuable and positive change in the followers with the end goal of developing followers into leader

Transformational Leadership

It operates within existing boundaries of processes, structures, and goals

Transactional Leadership

It depends on self-motivated people who work well in a structured, directed environment.

Transactional Leadership

A method of encouraging particular behaviors in others by way of eloquent communication, persuasion, and focus of personality.

Charismatic Leadership

They visualized leadership styles in term of a balance between concerns for getting the job done and the working relationships that must be integrated to achieve effective leadership.

The Blake-Mouton Model

It suggests a preoccupation with relationships and satisfying the needs of others at the expense of the task that needs to be done

1/9

Country Club

1/9

Task

9/1

It indicates the maximum commitment to working objectives, with little to no concern given to people’s feelings.

9/1

This is a characterstic of a low profile manager who exerts minimal effort to get the job done and has a minimal contact with others.

1/1

Impoverished

1/1

Middle of the road

5/5

Managers tend to maintain a satisfactory balance between the need to get the work done and the morale of the people doing the work.

5/5

This suggest an expectation contlict between keeping people happy and getting the job done.

9/9

On-the-job retirees

Lorenzi-Riley Model

Whip crackers

Lorenzi-Riley Model

Schmoozers

Lorenzi-Riley Model

Team builders

Lorenzi-Riley Model

Low on task skills, low on interpersonal relationships and are usually procrastinators.

On-the-job retirees

They are usually very task oriented, low on interpersonal skills and see the task to be done as their primary responsibility.

Whip crackers

One who chats and idly gossips

Schmoozers

They rank low on task and high in interpersonal relationships

Schmoozers

They can he enthusiastic about a project but have a problem getting their group to get the job done.

Schmoozers

They rank high in both task and interpersonal skills

Team builders

They empower their staff and they know what questions to ask and when to offer support

Team builders

Douglas McGregor

Theories X, Y, and Z

Employees’ attitudes and abilities that ultimately infouence their work performance

Theories X, Y, and Z

Employees are basically lazy, detest work, need direction and control to protect them from the anathema of work

X-Philosophy

Optimistic set of expectqtions that workers view work as natural as play, highly motivated, self-disciplined and exercise creativity in problem solving.

Y-Philosophy

Changing societal goals must be included in the workplace and that productivity and reqards are not the only objectives of workers but quality of their work lives have a significant impact on their performance.

Z-Philosophy

Medical Terminology (Abbreviations)

ユーザ名非公開 · 19問 · 1年前

Medical Terminology (Abbreviations)