Leadership and Management Theories

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Across
  1. 5. Skills: Abilities that allow an individual to understand complex situations to develop creative and successful solutions.
  2. 7. Provides little or no guidance or direction, does not provide feedback, unable or unwilling to make decisions.
  3. 9. staff involvement in goal setting, problem-solving, and decision-making; involves staff in planning and developing new ideas and programs, communicates effectively, and provides regular feedback.
  4. 10. Theory of Bureaucracy: Ability to apply general rules to specific cases, making the actions of management fair and predictable.
Down
  1. 1. Theory: Provides a framework for understanding complex organizations.
  2. 2. Focuses on inspiring and motivating people, often with the goal of fostering change and innovation, guiding people toward long-term goals.
  3. 3. Determines policy and makes all decisions with no staff input; gives little feedback and dictates work with much control.
  4. 4. Theory: Managers are more focused on stability, efficiency, and planning, organizing, and controlling resources to achieve specific, often short-term goals.
  5. 6. Theory: Views organizations as complex systems made up of interrelated parts, and any changes in one part can affect other parts.
  6. 8. Theory: Integrates the dynamics of the interaction among the leader, the worker, and elements of the leadership situation.