1
Q
- Ways and means
- to encourage all personnel
- to accomplish all assignments
- goals in the most efficient manner
A
Directing
2
Q
- Overseeing the work of subordinates by their superiors
- Act of watching & directing work & workers.
A
Supervision
3
Q
Is generally at top level
A
Directing (Wide)
3
Q
must be written, comprehensive, current, clearly stated and reinforced by discussion and example
A
directing
3
Q
entails responsibility in assuming that policies and procedures are followed
A
supervision
4
Q
It includes motivation, communication, supervision, training & leadership.
A
Directing (Wide)
4
Q
Is related to supervision which is the intermediate link between the workers and management
A
Directing (Wide)
4
Q
Direction being at the top level, formulates polices and
takes important decision.
A
Directing (Wide)
5
Q
Leads the efforts of medium and lower Level executives
A
Directing (Wide)
6
Q
Financial & non financial incentives
A
Directing (Wide)
7
Q
It is only one of the elements of direction.
A
Supervising (Narrow)
8
Q
It is restricted to the lower level management
A
Supervising (Narrow)
9
Q
Supervision at lower level only for implementation.
A
Supervising (Narrow)
9
Q
He has to deal, guide and lead workers directly under his commands.
A
Supervising (Narrow)
10
Q
It cannot provide incentives but it can only recommend
rewards in special case.
A
Supervising (Narrow)
11
Q
Efforts of employee under his commands.
A
Supervising (Narrow)
12
Q
Level 5 Leadership
A
- Individual
- Team Member
- Manager
- Leader
- Executive
13
Q
Contributes talent, skills, knowledge
A
Capable / L1 Individual
14
Q
Manages team members and assets to reach set objectives
A
Competent / L3 Manager
15
Q
Contributes individually; works well in group
A
Contributing / L2 Team Member
15
Q
Stimulates high standards; champion dedication to vision
A
Effective / L4 Leader
16
Q
Builds excellence through dedication and humility
A
L5 Effective
17
Q
In organizations, a servant leader transcends self-interest to serve others, the organization, and society.
A
Servant Leadership
17
Q
Servant leaders operate on two levels:
A
- for the fulfillment of their subordinates’ goals and needs
- for the realization of the larger purpose or mission of their organization.
17
Give things away—power, ideas, information, recognition, credit for
accomplishments, even money.
Servant leaders
18
refers to individuals who know and understand
themselves, who espouse and act consistent with higher-order ethical values,
and who empower and inspire others with their openness and authenticity.
Authentic Leadership
19
means being real, staying true to one’s values and beliefs, and acting based on one’s true self rather than emulating what others do.
authentic
20
Inspire trust and commitment because they respect diverse viewpoints, encourage collaboration, and help others learn, grow, and develop as leaders.
Authentic leaders
21
Components of authentic leadership
1. Pursues purpose with passion
2. Practices solid values
3. Connects with others
4. Demonstrates self-discipline
5. Leads with the heart as well as the head
22
Means that the leader favors a consensual and collaborative process, and influence derives from
relationships rather than position power and formal authority.
Interactive Leadership
23
Is a leadership style characterized by values such
as inclusion, collaboration, relationship building, and caring.
Interactive Leadership
24
Has the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice.
charismatic leader
25
T/F: Interactive leadership is associated with women’s style of leading, both men and women can be effective interactive leaders.
T
25
Has been referred to as “a fire that ignites followers’ energy and commitment, producing results above and beyond the call of duty.
Charisma
26
The impact of charismatic leaders normally comes from:
* stating a lofty vision of an imagined future that employees identify with
* displaying an ability to understand and empathize with followers
* empowering and trusting subordinates to accomplish results.
26
Tend to be less predictable because they create an
atmosphere of change, and they may be obsessed by visionary ideas that excite, stimulate, and drive other people to work hard.
Charismatic leaders
26
are similar to charismatic
leaders, but they are distinguished by their special ability to bring about innovation and change by recognizing followers’ needs and concerns, providing meaning, challenging people to look at old problems in new ways, and acting as role models for the new values and behaviors
Transformational leaders
27
Inspire followers not just to believe in the leader personally, but to believe in their own potential to imagine and create a better future for the organization
Transformational leaders
28
have the ability to lead changes in the organization’s mission, strategy, structure, and culture, as well as to promote innovation in products and technologies.
Transformational leaders
29
Create significant change in both followers and the organization
Transformational leaders
30
focus on intangible qualities, such as vision, shared values, and ideas, to build relationships, give larger meaning to diverse activities, and find common
ground to enlist followers in the change process
Transformational leaders
30
have the ability to lead changes in the organization’s mission, strategy, structure, and culture, as well as to promote innovation in products and technologies
Transformational leaders
30
clarify the role and task requirements of subordinates, initiate structure, provide appropriate rewards, and
try to be considerate and meet the social needs of their subordinates
Transactional leaders
30
do not rely solely on tangible rules and incentives to control specific transactions with followers
Transformational leaders
31
excel at management functions. They are hardworking, tolerant, and fair-minded. They take pride in keeping things running smoothly and efficiently.
32
often stress the impersonal aspects of performance, such as plans, schedules, and budgets. They have a sense of commitment to the
organization and conform to organizational norms and values
33
Important to all organizations, but leading change requires a different approach
34
Ability to satisfy subordinates may improve productivity
Transactional leaders
35
Characteristics of a Leader
1. Drive & Passion
2. Power motive
3. Self-confidence combined with humility
4. Trustworthy and honesty
5. Good intellectual ability, knowledge, and technical competence
6. Optimism and Positivity
7. Likeable
8. Discipline
9. Emotional Intelligence
10. Good Listener
36
One person authority, and the decisions will be quick and similar, this in turn can project an image of a confident, well managed business
Strength of autocratic style
37
A leader who centralizes authority, dictates work methods, makes unilateral decisions, and limits employee participation
Autocratic style
38
* subordinates may become dependent upon the leaders and supervision may be needed;
* this style can decrease motivation and increase staff turnover
Weakness of autocratic style
39
A leader who involves employees in decision
making, delegates authority, encourages participation in deciding work methods and
goals, and uses feedback to coach employees
Democratic style
40
* this style can be particularly useful when complex decisions need to be made that require a range of specialist skills
* from the overall business' point of view, job satisfaction and quality of work will improve.
Strength of Democratic style
41
the leader delegates much authority to employees; the leader's role is peripheral and staff manage their own areas of the business.
Laissez-faire (free-rein)
41
the decision-making process is severely slowed down, and the need of a consensus may avoid taking the 'best' decision for the business
Weakness of Democratic style
42
the style brings out the best in highly professional and creative groups of employees.
Strength of Laissez-faire (free-rein)
43
* the leader therefore evades the duties of management and uncoordinated delegation occurs;
* this leads to a lack of staff focus and sense of direction, which in turn leads to much dissatisfaction, and a poor company image
Weakness of Laissez-faire (free-rein)
44
To formulate and document policies and procedures that
are constantly current and relevant effective pursuit of
laboratory goals.
Leadership Responsibility
45
To effectively communicate these plans to all personnel
Leadership Responsibility
45
To provide efficient means for assuring compliance with policies and procedures
Leadership Responsibility
46
To encourage free flow and exchange of ideas through
all levels of the organization
Leadership Responsibility
46
To develop and constantly update all laboratory procedures and policies by preparation of appropriate manual.
Laboratory Methods
47
To assure an awareness by all personnel of current
trends and practices in the delivery of hospital laboratory services
Leadership Responsibility
47
To develop and maintain effective relations with the
medical staff and hospital administration for assuring an open exchange of the needs and concerns of all parties
Leadership Responsibility
48
To schedule and conduct periodic meetings with the staff for discussion and review of policies and procedures.
Laboratory Methods
49
To delegate the responsibility for efficiently monitoring compliance with policies and procedures
Laboratory Methods
50
To conduct periodic meeting with the laboratory staff to
encourage innovative thinking and improvement in services
Laboratory Methods
51
To fully support and generously budget for a meaningful laboratory continuing program
Laboratory Methods
52
Leaders are concern for the feelings, needs, personal interest, problems, and well-being of followers
Concern for People
53
To assure awareness of the laboratory mission by requiring that appropriate personnel attend all hospital and medical staff meeting
that call for laboratory representation.
Laboratory Methods
54
Leaders are concerned about the activities designed to accomplish group goals such as organizational tasks, assigning responsibilities and establishing performance standards
Concern for Production
55
is a group made up of geographically or organizationally dispersed members who are linked primarily through advanced information and telecommunications
technologies
Virtual Team Leadership Model
55
Stages of Team Development in Directing
● Forming
● Storming
● Norming
● Performing
● Adjourning
55
Can be local, national, or global, with members coming from one firm or many
Virtual Team Leadership Model
[MT 6316] Laboratory Management
flashcards
Decks in class (2)
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