Upgrade to remove ads
Only $35.99/year

ENGIMAN LEC 4- DIRECTING

Terms in this set (52)

Directing
_______ is the third function of the management which is the process by which actual performance of subordinates is guided toward common goals.
Directing
-It is influencing people's behavior through motivation, communication, group dynamics, leadership and discipline
-Leading, influencing, coaching, motivating, interpersonal relations, and human relations
LEADING
Directing (also called ______ ) is influencing people's behavior through motivation, communication, group dynamics, leadership and discipline.
-helps the management to control and supervise the actions of the staff.
-maintains a productive working environment
-builds a climate, provides leadership, and arranges the opportunity for motivation
Importance of Directing
Leading
To inspire effort
-Build Enthusiasm
-Communicate the Vision
-Maintain momentum
Controlling
To ensure results
Planning
To set direction
Organizing
To create structures
Rational
Intuitive
Managers vs. Leaders

______ (Managers)
Complexity
Planning & Budgeting Targets/Goals
Organizing & Staffing
Controlling & Problem Solving

_______ (Leaders)
Change
Setting Direction --Visions
Aligning People
Motivating "Inspiring/Moving"
Leadership
What is the nature of leadership?

The process of inspiring others to work hard to accomplish important tasks.
Vision
What is the nature of leadership?

A future that one hopes to create or achieve in order to improve upon the present state of affairs.
Visionary Leadership
What is the nature of leadership?

A leader who brings to the situation a clear and compelling sense of the future as well as an understanding of the actions needed to get there successfully.
Challenge the process
Show enthusiasm
Help others to act
Set the example
Celebrate achievements
Meeting the challenges of visionary leadership: (5)
Managerial=Position Power+Personal Power
Managerial Power Equation
Power
Ability to get someone else to do something you want or make things happen the way you want.
Sources of position power
______ (tends to be formal)
Reward power (positive reinforcement)
Coercive power (negative reinforcement)
Legitimate power ("is what it is")
Sources of personal power
______ {tends to be informal}
Expert power (knowledge - human capital)
Referent power (networks - social capital)
Expert Power
knowledge - human capital
Reference Power
networks - social capital
Successful leadership relies on acquiring and using all sources of power.

Use of reward power or legitimate power produces temporary compliance.

Use of coercive power produces, at best, temporary compliance accompanied by resistance.

Use of expert power or referent power generates commitment.
Turning power into influence......
Centrality
Keys to developing position power:

establishing a broad network of contacts and getting involved in important information flows
-Can influence ever be exerted from outside without force or violence?
Criticality
Keys to developing position power:

taking good care of dependencies by/on others
Visibility
Keys to developing position power:

_____ -becoming known as an influential person
Acceptance theory of authority
For a leader to achieve influence, the other person must:
Truly understand the directive.
Feel capable of carrying out the directive.
Believe the directive is in the organization's best interests.
Believe the directive is consistent with personal values.
Empowerment
Leadership and empowerment

____ The process through which managers enable and help others to gain power and achieve influence.
Information
Responsibility
Authority
Trust
Effective leaders empower others by providing them
Drive
Self-Confidence
Creativity
Cognitive Ability
Business Knowledge
Motivation
Flexibility
Honesty and Integrity
Traits that are important for leadership success: (8)
Team management
Blake and Mouton Leadership Grid

____ -High task concern; high people concern
Authority-obedience management
Blake and Mouton Leadership Grid

High task concern; low people concern
Charismatic leaders
Develop special leader-follower relationships and inspire others in extraordinary ways
Transformational leadership
Someone who is truly inspirational as a leader and who arouses others to seek extraordinary performance accomplishments.
Transactional leadership
Someone who is methodical as a leader and keeps others focused on progressing toward goal accomplishment.
Vision
Charisma
Symbolism
Empowerment
Intellectual stimulation
Integrity
Characteristics of transformational leaders
Emotional Intelligence
The ability of people to manage themselves and their relationships effectively.
Self-awareness
Self-regulation
Motivation
Empathy
Social skill
Components of emotional intelligence
Gender and Leadership
Women tend to use interactive leadership.
A style that shares qualities with transformational leadership. Behaviors.
Men tend to use transactional leadership.

Future leadership success will depend on a person's capacity to lead through positive relationships and empowerment.
Interactive leadership
_____ provides a good fit with the demands of a diverse workforce and the new workplace.
Drucker's "old-fashioned" leadership
Leadership is more than charisma; it is "good old-fashioned" hard work.
Defining and establishing a sense of mission.
Accepting leadership as responsibility rather than rank.
Earning and keeping the trust of others.
Essentials of "old-fashioned" leadership:
Defining and establishing a sense of mission.
Accepting leadership as responsibility rather than rank.
Earning and keeping the trust of others.
Integrity
Ethical aspects of leadership

_____ The leader's honesty, credibility, and consistency in putting values into action.
Crucial for transformational leadership and good old-fashioned leadership
Contingency Approach
The ________ to management is based on the idea that there is no one best way to manage and that to be effective, planning, organizing, leading, and controlling must be tailored to the particular circumstances faced by an organization.
Fiedler's contingency model
Good leadership depends on a match between leadership and situational demands.
Determining leadership style:
Task-motivated leaders
Relationship-motivated leaders
Diagnosing situational control:
Quality of leader-member relations (good or poor)
Degree of task structure (high or low)
Amount of position power (strong or weak)
Fiedler's contingency model
Matching leadership style and situational control:
Task-oriented leaders are most successful in
Very favorable (high control) situations.
Very unfavorable (low control) situation.
Relationship-oriented leaders are most successful in
Situations of moderate control.
Hersey-Blanchard situational leadership model
Leaders adjust their styles depending on the readiness of their followers to perform in a given situation.
Readiness
____—how able, willing and confident followers are in performing tasks.
Delegating
Participating
Selling
Telling
Hersey-Blanchard leadership styles
House's path-goal leadership theory
Effective leadership deals with the paths through which followers can achieve goals.
Directive leadership

Supportive leadership

Achievement-oriented leadership

Participative leadership
Leadership styles for dealing with path-goal relationships:
Vroom-Jago leader-participation theory
Helps leaders choose the method of decision making that best fits the nature of the problem situation.
Authority decision
Consultative decision
Group decision
Alternative decision-making methods
Vroom-Jago leader-participation theory
Use group-oriented and participative decision-making methods when ...
The leader lacks sufficient information to solve a problem by himself/herself.
The problem is unclear and help is needed to clarify the situation.
Acceptance of the decision by others is important.
Adequate time is available for true participation.
Vroom-Jago leader-participation theory
Use authority-oriented decision-making methods when ...
The leader has greater expertise to solve a problem.
The leader is confident and capable of acting alone.
Others are likely to accept the decision.
Little or no time is available for discussion.
Sets with similar terms