1 Key Characteristics of In Extremis Leaders

Question 1

Intrinsic motivation occurs for no compelling reason, while inherent motivation occurs…

Answer 1

for the most compelling reason, the consequence of death

Question 2

the interview together with the student athletes revealed two concepts

Answer 2

1. in Extremis context or inherently motivating, danger of the context energizes those who are in the making cheerleading much less necessary
2. potential hostility of context means that those who work there place a premium on scanning their environment and learning rapidly

Question 3

what is the difference between intrinsic motivation and inherent motivation

Answer 3

intrinsic motivation is:
motivation for its own sake, work on task for the enjoyment
exercise one’s capabilities, master challenges
to do activity for the satisfaction derived

inherent motivation:
results from the most compelling reason the consequence of death

Question 4

why do in extremists situations demanding a learning orientation

Answer 4

in extremist leaders need to focus outward on the environment to make sense of it and can actually make matters worse by intensifying fears by trying to motivate them

Question 5

interviews made it clear that the shared risk was not merely a form of leader hubris, showboating, or simple impression management. rather it was part of the in extremis leaders ____. profoundly affected the followers who recognized it and knew what it represented and deeply respected their later as a result

Answer 5

style or technique.

Question 6

in context that routinely threatens the lives of leader and the lead… value attached to life is…

Answer 6

morally superior to value attached to material wealth

Question 7

what is the coin of the realm in extremis settings

Answer 7

respect

Question 8

what commands respect

Answer 8

competence

Question 9

Karl Weick in the Journal of management studies said “sense making in a crisis condition is made more difficult because action that is instrumental to understanding the crisis also intensifies the crisis”… thus in extremist leaders need to focus ___________ and can actually make matters worse by intensifying people’s fear by trying to motivate them

Answer 9

outward on the environment to make sense of it

Question 10

only___ commands respect

Answer 10

competence

Question 11

what did Karl Weick refer to an outward focus on crisis as

Answer 11

enacted sense making

Question 12

over time and value-based form of transformational leadership emerges and becomes part of….

Answer 12

the operating style of an in extremis leader

Question 13

in Extremis leaders accept, even embrace, a lifestyle that is common to their followers as an expression of ____

Answer 13

values and that such values become part of their presence and credibility as leaders

Question 14

follower’s demand leader_____, and nowhere is that more critical than in dangerous context

Answer 14

competence

Question 15

respect accrued from competence does not imply they and in extremist leader is merely technical or somehow emotionless or soft… much to the contrary dangerous settings often demand….

Answer 15

leadership styles that are unambiguous, pointed, and aggressive to the point of grading on followers

Question 16

leadership in dangerous contacts places an incredible demand on leaders. who view virtually all outcomes as…

Answer 16

related to their personal competence and ability. these leaders work hard to achieve situational awareness and control

Question 17

competences the building block for leader follower trust relationship in extremist settings… confidence in an extremist leaders exhibit must be…

Answer 17

authentic, like their leadership style

Question 18

if competence is the building block of an extremist leadership _____ is the house

Answer 18

trust

Question 19

leaders interviewed spoke of competence leading to

Answer 19

trust relationships in dangerous context

Question 20

where the two main purposes for Sweeney’s interviews of the hundred and first Airborne Division in Iraq

Answer 20

1. map the attributes of a leader who can be trusted in combat
2. explore the relationship between trust and influence combat

Question 21

Sweeney’s 4 findings

Answer 21

1. trust and loyalty follow after competence in terms of relative importance
2. leading by example and dangerous conditions means sharing risk and requires confidence and courage
3. self-control is necessary to be a levelheaded, low motivator focused outwardly on the environment
4. integrity, sense of duty, and personal connection bind leaders and followers through common lifestyle that reinforces trust

Question 22

loyalty from followers is usually engendered by loyally on the part of the leader. is been well-established and leadership development literature that loyalty is

Answer 22

a two-way street

Question 23

leaders most enduring legacy exist in

Answer 23

the people they have led

Question 24

Proper levels of motivation, a learning orientation, shared risk, living a common lifestyle, competence, trust, and loyalty can help

Answer 24

build a leadership legacy among followers in many walks of life

Question 25

and extremist leaders are highly competence, which inspires their followers to…

Answer 25

emulate that level of competence