Chapter 9: Leadership

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Across
  1. 2. the skills required to perform a particular task required to get the job done.
  2. 5. an acronym for the functional abilities required of leaders: planning, organizing, directing, staffing, coordinating, reporting, and budgeting.
  3. 9. a theory of leadership based on the belief that certain people are born to become leaders and will emerge in that role when their time comes
  4. 10. the ability to change the attitude or behavior of an individual or group.
  5. 11. a leadership style that motivates followers to do more than they originally expected to do by raising the perceived value of the tasks and getting them to transcend self-interest for the sake of the group goal, make positive changes, and strive toward self-actualization.
  6. 14. those skills that relate to the study of relationships among people and cut across all levels of leadership.
  7. 15. a leadership style that allows followers to lead themselves, provides advice or information only when requested, and makes little or no effort to increase productivity or nurture or develop followers.
  8. 16. a leadership style, also described as participative, that is usually preferred by modern management and involves showing concern for followers, sharing authority
Down
  1. 1. administrative or big picture skills; ability to think abstractly and to analyze problems.
  2. 3. a leadership style that believes the servant leader’s mission is to serve the needs of others and lead and develop followers for the mutual benefit of the group, employee, and company. Servant leaders are more concerned about the needs of others than their own.
  3. 4. assigning tasks to subordinates and following up to ensure proper and timely completion.
  4. 6. them, and involving them in decision making and organizational planning.
  5. 7. a leadership style in which leaders help followers determine their needs and goals and then help them gain the confidence to reach those objectives.
  6. 8. a leadership style that is task-oriented and highly directive and involves close supervision and little delegation.
  7. 11. two sets of assumptions that leaders hold about follower behavior, as outlined by Douglas McGregor; Theory X is a pessimistic view and Theory Y is an optimistic view.
  8. 12. the process of influencing the activities of individuals or organized groups so that they follow and do willingly what the leader wants them to do.
  9. 13. leadership theory developed by Blake and Mouton that uses a grid to plot the degree to which leaders show concern for people and concern for production.