G12 Business: Ch.6 Leadership

autocratic leaders

• Leaders who encourage discussion about issues and then require that all parties involved agree to the final decision.

• Directive leaders who prefer to make decisions and solve problems on their own with little input from subordinates

• Leaders who confer with subordinates before making a decision but who retain the final decision-making authority.

• A manager’s ability to view the organization as a whole, understand how the various parts are interdependent, and assess how the organization relates to its external environment.

coercive power

• A manager’s interpersonal skills that are used to accomplish goals through the use of human resources.

• Power that is derived from an individual’s extensive knowledge in one or more areas.

• Power that is derived from an individual’s ability to threaten negative outcomes.

conceptual skills

• A manager’s ability to view the organization as a whole, understand how the various parts are interdependent, and assess how the organization relates to its external environment.

• A manager’s activities as an entrepreneur, resource allocator, conflict resolver, or negotiator.

• A manager’s ability to operate in diverse cultural environments.

• A manager’s interpersonal skills that are used to accomplish goals through the use of human resources.

Leaders who encourage discussion about issues and then require that all parties involved agree to the final decision.

• consensual leaders

• consultative leaders

• autocratic leaders

Leaders who confer with subordinates before making a decision but who retain the final decision-making authority.

• consensual leaders

• consultative leaders

• autocratic leaders

contingency plans

• Plans that identify alternative courses of action for very unusual or crisis situations; typically stipulate the chain of command, standard operating procedures, and communication channels the organization will use during an emergency.

• The process of creating specific standards, methods, policies, and procedures that are used in specific functional areas of the organization; helps guide and control the implementation of tactical plans.

The process of assessing the organization’s progress toward accomplishing its goals; includes monitoring the implementation of a plan and correcting deviations from the plan.

• controlling

• organizing

• planning

The set of attitudes, values, and standards that distinguishes one organization from another.

• corporate culture

• empowerment

• leadership

decisional roles

• A manager’s activities as an entrepreneur, resource allocator, conflict resolver, or negotiator.

• A manager’s interpersonal skills that are used to accomplish goals through the use of human resources.

• Managers who design and carry out tactical plans in specific areas of the company.

• The highest level of managers; includes CEOs, presidents, and vice presidents, who develop strategic plans.

democratic leaders

• Leaders who solicit input from all members of the group and then allow the members to make the final decision through a vote.

• Leaders who encourage discussion about issues and then require that all parties involved agree to the final decision.

• Leaders who confer with subordinates before making a decision but who retain the final decision-making authority.