Understanding Leadership Styles: Democratic vs. Authoritarian
13. Analyze the Characteristics of Democratic and Authoritarian Leadership
Democratic Leadership:
– Teamwork and a lack of fear among group members, regardless of their position.
The democratic leader utilizes communication effectively with team members.
The democratic leader is motivating and stimulating towards achieving goals.
The role of the leader extends beyond a purely democratic workplace.
Authoritarian Leadership:
– Makes concrete decisions and all actions originate from their authority, power, and skill.
Focuses on task implementation and prioritizes the fulfillment of goals, standards, and deadlines.
Exhibits an ego-psychological profile with a need for personal prestige.
15. What Strengths Should a Leader Have?
1. Technical management of the administrative process.
2. Capacity for understanding individual and group behaviors.
3. Knowledge of the work of subordinates.
4. Ability to work according to a plan.
5. Decision-making capacity.
6. Security and self-confidence.
7. Optimism to motivate people in achieving objectives.
8. Perseverance.
9. A willingness to take on responsibilities and challenges.
10. An acceptable degree of general culture.
16. What Weaknesses Should a Leader Avoid?
1. Unawareness of their own strengths and weaknesses.
2. Suffering from personality disorders such as neurosis, violent behavior, emotional instability, apathy, impressionability, vacillation, paranoia, and fear of relationships.
3. Ability to hear but not listen.
4. Limitations in teamwork and maintaining harmonious interpersonal relationships.
5. Failures in applying concepts of justice and fairness.
6. Lack of sensitivity to detect the potential of subordinates.
7. Selecting demonstrably weak partners.
8. Focusing excessively on creativity, contingency, and junior staff.
9. Ceding uncontrolled initiative and creativity to junior staff.
10. Forgetting that a leader has two objectives: to manage their area and develop people.
21. In a Contractual Relationship, What Are the Needs of the Worker and the Company?
Needs of the Worker:
• Remuneration commensurate with the responsibility of the position, market, and merit.
• Respect for their rights.
• Stability of employment.
• Opportunities for personal growth.
• Performance in a secure physical environment.
Employer Requirements:
• Commitment from workers to the company’s objectives.
• Delivery of comprehensive physical and intellectual abilities for the position.
• Productivity performance.
• Adherence to procedures.
• Ability to work as a team.
23. What Are the Reasons Why People Work?
1) Money
2) Stability
3) Professional challenge
4) Social prestige associated with the position
5) Personal and professional development
27. How Does Human Motivation Relate to Primary Needs?
Balance >>> Stimulus >>> Need Tension >>> Action >>> Satisfaction
If the need is not satisfied, frustration arises due to obstacles preventing access to satisfaction.
30. According to D. McClelland, What Are the Needs That Motivate Individuals?
Power: 1. Inner strength that drives a person to influence others to achieve personal or organizational goals.
2. Achievement Needs: The desire to achieve a goal and feel good about their work, willing to reach the goal at all costs.
3. Membership Needs: The need for friendship, affection, and companionship in the workplace.
32. What Are the States of Need in Your Working Life That Institutions Fulfill?
1. Old age, invalidity, and death: exclusive purposes of the AFP and the INP by the state.
2. Needs arising from common diseases: exclusive to isapres and the state side FONASA.
3. Needs for industrial safety, hygiene, risk prevention, and occupational diseases are subject to mutual exclusivity.
33. Design the Flow of Communications Between Two People
The communication process begins with the sender, who initiates the message targeting the receiver’s mind. This message is conveyed through a physical medium (channel). The receiver hears and receives the message. Barriers may affect the message flow between sender and receiver. Feedback from the receiver verifies the message’s arrival, clarifies doubts, and adjusts the communicated notion.
35. What Features Should a Message Have?
• The message should be assertive: Direct, with phrases that contain concrete meanings and avoid causing interference for the receiver.
• Transmission should be engaging and consistent: Maintain the other person’s attention by stimulating their senses and varying voice inflections to avoid monotony.
• Use of informal messages: Facial expressions and body language are privileged means of communication.
• Evaluation of form: Refers to audiovisual support, literature, and proper pronunciation, pauses, and control of filler words.
36. What Kind of Attitude Must an Active Receiver Have in a Dialogue?
The receiver must learn to listen, concentrate, and set aside prejudices that may contaminate their relationship with the other person and the message. The art of listening is demonstrated by providing encouraging signs, such as smiling and maintaining eye contact, to create a suitable atmosphere for dialogue. A positive attitude includes active listening without interruptions, asking questions, and probing the sender to facilitate their task of delivering the message and achieving effective expression and understanding.
37. What Kind of Barriers Affect Communication?
Barriers are contaminants that affect the message flow between sender and receiver.
1. Physical Barriers: The most common barriers, dependent on both parties’ willingness to resolve them in a suitable environment. Noise, interruptions, and other environmental changes.
2. Semantic Barriers: Use of incorrect symbols that produce confusion, blocking, and misunderstandings. These can be overcome by using simple words and accessible technical language.
3. Affective Barriers: Related to values and prejudices, these exist in the psychological distance between parties, including mistrust, fear, premature conclusions, and lack of interest.