CHAPTER 9 MANEGERIAL LEADERSHIP

1. Once you have considered the best possible alternative the remaining options to make a blank
3. Process of encouraging employees to perform better
4. Creative process of venturing a new field of business or expansion of unknown market
6. Conflict handling role of a managerial leader
8. focuses on developing viable options
9. Occurs when conflict is not resolved according to the personal interest of other parties affected by the decision
13. when the outcome is not known or uncertain there is the condition of risk.
17. Process of exchanging information within an organization.
18. Theory that focuses on inborn qualities of leaders
19. An alternative is viable if it's sufficient to solve the problem
21. 3rd stage of Rational decision making
22. Decision making process does not end once the choice is made
24. Leadership approach that studies what leaders do rather than who they are.
25. 2nd stage of Rational decision making
28. 3rd stage of Rational decision making
30. First stage of rational decision making

2. Leadership quality that builds trust and credibility
5. Disturbance blank resolves problems thare not usually solved in the program decision
7. Manegerial ability to prove his point of view with suppliers
10. Ability to influence other without force
11. It is the condition that the manager knows that the chosen alternative will give the expected outcome
12. Management functions that involves guiding and motivating employees.
14. Act of giving employees toward objectives.
15. probability that the alternative is viable
16. First stage of rational decision making
20. Leaders role in developing employee skills.
23. Opposing pressures from the other sectors in the organizational system
26. Ability to influence people to achieve organization goals.
27. determining the value or the adequacy of the alternatives
29. Alternative mus be realistic