The owner of a company

A person who follows the commands of other people

Someone who has followers

Someone who cannot persuade other people to do things

The ability to alienate, confuse or make other people angry

Vision, and the ability to guide others towards making that vision a reality

Avoiding decisions that may change things

Being able to only find fault in other people and their ideas

Set the strategic vision and goals of the company

Organising people and staffing issues to get the job done

Set plans and budgets in the short-term goals of the company

Bring about order and consistency in the company

Autocratic

Democratic

Collaborative

Laissez-Faire

A leader's source of power being derived from their position in the organisation

A general lack of leadership activity - followers are left to decide their own priorities and methods for undertaking work

The leader is just another member of the group and has no more power than anyone else

Encourages group participation and makes decision on the group opinion (majority rules)

Leaders and methods are the same no matter what type of situation occurs

You need the right kind of leader for certain situations and need to change leadership as the situation changes

All leaders have specific traits that they are born with and do not need to change with the situation

That leadership is not as important as the situation and no formal leader needs to be n charge

Transactional leaders initiate and drive organisational change while transformational leaders motivate followers to accomplish goals by clarifying roles and task requirements.

Transactional leaders look for deviations from procedures and then take corrective action while transformational leaders are controversial as their leadership always involves change and conflict

Transactional leaders articulate a vision while transformational leaders exchange rewards and promises to manage the delivery of organizational goals.

Transactional leaders form emotional attachments with followers while transformational leaders intervene only if standards are not met.

Motivate followers to accomplish goals by clarifying role and task requirements

Have a laissez – faire approach to responsibilities and decisions

Articulate a vision and align it with the followers' value systems

Recognize only accomplishments.

They help define problems and offers solutions that are acceptable to everyone

They are not important in leadership and get in the way of making decisions

They have minimal importance and only are used when we talk about CSR.

Values only apply in a person’s personal life and have no application at work.

Foreign governments

The people who work for competing companies

Everyone

The people who work directly for an organisation

Used to justify only following profit and ignoring everything else

An examination of the environmental, social, and economic benefits using that to determine success

A method that uses a SWOT analysis, a PESTEL analysis and Porters 5 forces to determine successful business models.

An examination of cost cutting measures to increase profitability of an organization.

The strengths, weaknesses, opportunities, social cultural issues and threats facing an organization

The political, economic, social, environmental and technologic factors facing an organization

The strength of new competitors, the power of suppliers, the power of buyers, the threat of new products, and the strength of the industry

The buying power of your company versus the selling power of your product.

Examines your organizations current situation from two perspectives, Internal and external, while looking at strengths, weaknesses, opportunities and threats.

Examines the strategy of the organization in relation to its place in the industry and examines the power of the suppliers, the competitors and the threat of new products

Examines the organizations political, economic, sociocultural, technological, environmental and legal perspectives

Examines the ability to focus on stakeholder involvement through a process of continuous quality management.

Encoding- transmission- decoding- feedback

Decoding- transmission- feedback- encoding

Feedback- decoding- transmission- encoding

Transmission- encoding- decoding- feedback

Select an inappropriate communication channel

Have long, wandering messages that leave a lot up to interpretation

Use vague language that could insult people

Have clear, concise, simple messages on appropriate channels.

The best way to communicate.

Structured in a way that the individual takes responsibility or “I” statements

By using “We” and “the team” phrases

Passive

Stop talking and remove distractions

Pay attention to the purpose and the words used.

Remain open, flexible and observant

All of the answers

None of the answers

Environmental Barriers (employees located in other places, bad equipment)

Organizational Barriers (command chain, formal reporting structure)

Individual differences (cultural issues, differences in gender)

All of the answers

None of the answers

In a situation that calls for quick, decisive action.

In a situation where parties of equal power level are committed to different goals and cannot agree.

In a situation where the leader finds out they are wrong.

For trivial and unimportant issues.

The Input phase.

The Processing phase.

The Output phase.

The Decoding phase.

A decision making process where a leader shares their formal decision making power.

A decision making process where the leader does not make the final decision, but a person under the leader has the power delegated to them.

A decision making process where the leaders have no formal power over the process, but has to negotiate with others to make the decision happen.

The leader exercises complete control of the process and does not need any outside help or advice to make decision.

A decision making process where a leader shares their formal decision making power.

A decision making process where the leader does not make the final decision, but a person under the leader has the power to make decisions for the leader.

A decision making proves where the leaders have no formal power over the process, but has to negotiate with others to make the decision happen.

The leader exercises complete control of the process and does not need any outside help or advice to make decision.

A decision making process where a leader shares their formal decision making power.

A decision making process where the leader does not make the final decision, but a person under the leader has the power to make decisions for the leader.

A decision making proves where the leaders has the opportunity to get a ‘win- lose’ or a ‘win-win’ outcomes.

The leader exercises complete control of the process and does not need any outside help or advice to make decision.

A lack of budget

A lack of material or equipment

Staffing shortages or limitations

All of the answers

None of the answers

Sunk cost

Status quo

Framing

Anchoring

Arrogance

Low self-esteem

A lack of ability

All of the answers

None of the answers

Bargaining power of suppliers.

Threats of new entrants and barriers to entry.

Threats of substitutes.

Threats of technological advances.

i,ii and iii only

ii ,iii and iv only

i and ii only

all of the answers

The Mind (cognitive), The body (physical) , The Heart (emotional)

Cultural Diversity ,Equal Opportunity, Transparency

Social Obligation ,Moral Obligation ,Cultural Intelligence

Ability to Observe, Ability to understand, Ability to survive

Decisive team, Hierarchic team

Integrative team, Job-centred team

Virtual team, Global team

Task Oriented team, People Oriented team

Manage the perception others have of you

Know yourself and others

Use where you come from

Develop action plans

A list of the key things that a leader should do to be great.

Refers to the notion that people are born leaders

Is concerned about the small details and how to increase productivity

Translate vision into something tangible

People are committed to organisational activities.

People achieve little satisfaction from work.

People are poorly motivated.

People seek to avoid work.

influence others.

empower, motivate and inspire their followers to achieve organizational goals.

enable others to contribute towards the effectiveness and success of the organization.

all of the answers

Country club Management

Impoverished Management

Middle-of-the-road Management

Democratic Management

Morality, motivational goals

Values, Ethics

Leaders, Authoritarian

Cognitive, laissez faire