LEADING

• It involves influencing others to engage in the work behaviors necessary to reach organizational goals

  Leading
• A person who occupies a higher position

  Legitimate Power
• When a person can give rewards to anybody who follows orders or requests

  Reward Power
• When a person compels another to comply with orders through threats or punishment

  Coercive Power
• When a person can get compliance from another because the want to latter would be identified with the former

  Referent Powers
• ___ provides specialized information regarding their specific lines of expertise

  Expert Power
• The process of influencing and supporting others to work enthusiastically toward achieving objectives

  Leadership
• Identified as willing to accept responsibility

  Personal Drive
• Some persons have all qualifications for leadership

  The Desire to Lead
• A person who is well-regarded by others as one who has integrity possesses one trait of a leader

  Personal Integrity
• The activities of leaders require moves that will produce the needed outputs

  Self Confidence
• Leaders are, oftentimes, faced with difficulties that prevent the completion of assigned tasks

  Analytical Ability
• A leader who is well-informed about his company

  Knowledge of the Company, Industrial or Technical
• A person that has a sufficient personal magnetism that leads people to follow his directives

  Charisma
• The ability to combine existing data, experience, and etc.

  Creativity
• Where people differ in the way they do their work. One will adopt a different method from another person's method

  Flexibility
• Skills that a leader must possess to enable him to understand and make decision

  Technical Skills
• These skills refer to the ability of a leader to deal with people, both inside and outside the organization

  Human Skills
• These skills refer to the ability to think in abstract terms

  Conceptual Skills
• Leaders who make decisions themselves, without consulting subordinates

  Autocratic Leader
• When a leader openly invites his subordinates to participate or share in decisions

  Participative Leaders
• Leaders who set objectives and allow employees to do whatever it takes to accomplish those objectives

  Free-Rein
• A leader is said to be ___ when he considers employees as human beings

  Employee Orientation
• A leader is said to be ___ if he places stress on production and technical aspects of the job

  Task Oriented
• An effort to determine through research

  The Contingency Approach
• Leadership is effective when the leader’s style is appropriate to the situation

  Fiedler's Contingency Model
• The most important factor affecting the selection of a leader’s style is the development (or maturity)level of a subordinate

  Hersey and Blanchard's Situational Leadership Model
• It is assumed that effective leaders can enhance subordinate motivation

  Path-Goal Model of Leadership
• One that prescribes the proper leadership style for various situations, focusing on the appropriate degrees of the delegation of decision-making authority

  Vroom's Decision-Making Mode