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AI Leadership Challenge Flashcards

1
Q

What is the primary focus of The Leadership Challenge?

A

How leaders mobilize others to want to get extraordinary things done in organizations.

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2
Q

What are The Five Practices of Exemplary Leadership®?

A
  • Model the Way
  • Inspire a Shared Vision
  • Challenge the Process
  • Enable Others to Act
  • Encourage the Heart
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3
Q

What is the significance of the publication of The Leadership Challenge’s latest edition?

A

Marks thirty years since the book was first published.

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4
Q

What type of research supports The Leadership Challenge?

A

Evidence-based research analyzing thousands of case studies and millions of survey responses.

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5
Q

What are the Ten Commitments of Leadership?

A

Essential behaviors that leaders employ to make extraordinary things happen.

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6
Q

What is the relationship between leaders and followers?

A

Leadership is a relationship that develops when followers understand what they look for in someone they would willingly follow.

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7
Q

True or False: Leadership is an affair of the head.

A

False. Leadership is an affair of the heart.

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8
Q

What is the most significant contribution leaders make?

A

The long-term development of people and institutions.

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9
Q

Fill in the blank: The first place to look for leadership is within _______.

A

[yourself]

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10
Q

What was Brian Alink’s leadership philosophy when starting a new role?

A

Getting to know team members personally and understanding their values.

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11
Q

What was the purpose of Brian’s four-hour discussion with his leadership team?

A

To build an environment of trust and commitment.

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12
Q

How did Brian’s team communicate their new plan to the broader organization?

A

By conducting an all-hands meeting that walked everyone through their process.

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13
Q

What is Brian’s approach to collaborating with adjacent leaders?

A

Offering technical resources and giving credit to others for their contributions.

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14
Q

What type of meetings does Brian hold with his leadership team?

A

Standup meetings highlighting work progress, successes, and exemplary behaviors.

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15
Q

What was the impact of the collaborative effort at Capital One on customer experiences?

A

Saved customers hundreds of thousands of hours of calling time and improved customer recommendation scores.

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16
Q

What is the overarching mission that Brian emphasizes in his leadership approach?

A

A mission that transcends organizational boundaries.

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17
Q

True or False: The Leadership Challenge is intended for leaders only within their immediate teams.

A

False. It encourages a broader perspective on leadership.

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18
Q

What does accepting the leadership challenge require?

A

Reflection, practice, humility, and taking advantage of opportunities to make a difference.

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19
Q

What does Brian believe drives all leaders?

A

The desire to do something meaningful for the people they work with.

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20
Q

What is the primary question The Leadership Challenge asks leaders?

A

What did you do when you were at your personal best as a leader?

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21
Q

What was the result of the collaborative effort at Capital One in 2016?

A

Customers saved hundreds of thousands of hours of calling time

This was due to enhanced digital experiences and customer touchpoints.

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22
Q

Who is Anna Blackburn?

A

Chief executive officer of Beaverbrooks the Jewellers, Limited

She is the first non-family member and first female to hold this position.

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23
Q

What percentage of post-tax profits does Beaverbrooks contribute to charitable organizations?

A

20 percent

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24
Q

What recognition has Beaverbrooks received from The Sunday Times?

A

One of the 100 Best Companies to Work For for thirteen consecutive years

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25
Q

What did Anna Blackburn do to understand what people wanted from her as CEO?

A

Sent out a survey to all employees

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26
Q

What were some qualities employees wanted to see in Anna Blackburn as CEO?

A
  • Honest
  • Inspiring
  • Competent
  • Forward-looking
  • Caring
  • Ambitious
  • Supportive
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27
Q

What is the purpose of Anna Blackburn’s leadership approach?

A

To be collaborative and inclusive

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28
Q

What did Anna Blackburn believe was necessary for Beaverbrooks to improve profitability?

A

Great workplace and great environment should contribute to financial success

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29
Q

What is the concept of The Three Pillars in Beaverbrooks?

A
  • Customer Service and Selling
  • Financial Success
  • Great Workplace
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30
Q

What does the base of The Three Pillars represent?

A

Beaverbrooks’s purpose: ‘Enriching Lives’

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31
Q

What was the goal of refreshing the Beaverbrooks Way document?

A

To clarify purpose and values of Beaverbrooks

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32
Q

How did Anna Blackburn gather feedback for the revised Beaverbrooks Way?

A

Through focus groups, trainee managers, and feedback forms

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33
Q

What is emphasized in the Beaverbrooks Way regarding recognizing successes?

A

Recognizing what is working well encourages repeating successful behaviors

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34
Q

What is the most important leadership lesson Anna would pass along?

A

Being a role model is absolutely key

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35
Q

What does ‘Model the Way’ emphasize in leadership?

A

Behavior earns respect, not titles

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36
Q

What is a common misconception about leadership?

A

Some people have ‘it’ and some don’t

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37
Q

What is necessary before you can lead others according to Alan Spiegelman?

A

Know clearly who you are and what your core values are

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38
Q

What do exemplary leaders need to do to inspire a shared vision?

A

Enlist others by appealing to shared aspirations

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39
Q

What is the role of vision in leadership?

A

It creates the future and motivates others

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40
Q

What did Stephanie Capron do to create a shared vision at Ritzman Pharmacies?

A

Asked people to create vision boards for each location and department

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41
Q

Fill in the blank: The first pillar of The Three Pillars is ‘________’.

A

Customer Service and Selling

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42
Q

What is the primary role of a leader in inspiring commitment?

A

To inspire it by enlisting others in a common vision through shared aspirations.

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43
Q

What is a vision board and how was it used at Ritzman Pharmacies?

A

A vision board is a tool where individuals create representations of their future vision; at Ritzman Pharmacies, it was used to compile a shared vision from various locations and departments.

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44
Q

True or False: Leaders should come up with the vision alone.

A

False.

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45
Q

What do people desire from leaders during times of change and uncertainty?

A

To follow leaders who can envision a brighter tomorrow.

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46
Q

How do leaders forge unity of purpose?

A

By showing constituents how the dream is a shared dream fulfilling the common good.

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47
Q

What is the effect of a leader’s enthusiasm for their vision?

A

It ignites passion in others, convincing them that the vision is worthy of their time and support.

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48
Q

Fill in the blank: Challenge is the _______ for greatness.

A

[crucible].

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49
Q

What is a common trait among personal-best leadership experiences?

A

They all involve change from the status quo and overcoming adversity.

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50
Q

What should leaders do to foster innovation?

A

Listen more than they tell and look for opportunities outside themselves and their organization.

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51
Q

What did Srinath Thurthahalli Nagaraj learn about taking risks?

A

It involves experimenting, challenging ideas, and making room for failure to learn from it.

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52
Q

What is the main contribution of a leader in the context of experimentation?

A

To create a climate for experimentation and support innovative ideas.

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53
Q

What correlation exists between learning and a leader’s approach?

A

Leaders learn from their errors and failures, using life as their laboratory.

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54
Q

What does enabling others to act require?

A

Solid trust, enduring relationships, group collaboration, and individual accountability.

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55
Q

Fill in the blank: Leaders foster collaboration by building _______.

A

[trust and facilitating relationships].

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56
Q

What is the outcome when constituents feel weak or alienated?

A

They do not perform at their best or remain for long.

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57
Q

How does focusing on serving others’ needs impact trust in a leader?

A

It builds trust, encouraging people to take risks and make changes.

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58
Q

What is the significance of showing appreciation as a leader?

A

It recognizes contributions and creates a culture of celebrating values and victories.

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59
Q

True or False: Celebrations and rituals are unimportant in leadership.

A

False.

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60
Q

What are The Five Practices of Exemplary Leadership?

A

Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart.

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61
Q

What is the impact of leaders engaging in The Five Practices?

A

They significantly increase engagement and performance among their constituents.

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62
Q

What percentage of variance in engagement levels is explained by The Five Practices?

A

Nearly 40 percent.

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63
Q

What outcomes are associated with leaders who frequently use The Five Practices?

A
  • Higher-performing teams
  • Increased sales and customer satisfaction
  • Greater organizational commitment
  • Enhanced motivation
  • High patient-satisfaction scores
  • Increased student and teacher involvement in schools
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64
Q

What is the relationship between a leader’s behavior and their direct reports’ recommendations?

A

Direct reports’ willingness to recommend their leader correlates directly with how frequently the leader uses The Five Practices.

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65
Q

What are The Ten Commitments of Exemplary Leadership?

A

Behaviors that serve as the basis for becoming an exemplary leader.

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66
Q

What is the inescapable conclusion regarding Personal-Best Leadership Experiences?

A

Everyone has a story to tell, and these experiences are more similar than different.

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67
Q

What myths about leadership are challenged by the data?

A

Leadership is not reserved for the highest levels or a handful of charismatic individuals.

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68
Q

What is the fundamental nature of leadership?

A

Leadership is a relationship between those who aspire to lead and those who choose to follow.

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69
Q

What kind of relationship is necessary for effective leadership?

A

A relationship characterized by mutual respect and confidence.

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70
Q

What initiative did Bobby Matinpour take to build trust within his team?

A

He held weekly one-on-one meetings to understand team members’ desires and needs.

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71
Q

What was the outcome of Bobby’s leadership approach?

A

The unit’s revenue increased by 25 percent, and team spirit soared.

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72
Q

What are the Five Practices of Exemplary Leadership?

A
  • Model the Way
  • Inspire a Shared Vision
  • Challenge the Process
  • Enable Others to Act
  • Encourage the Heart
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73
Q

What is the most important factor in the leader-constituent relationship?

A

Honesty.

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74
Q

What qualities do people most look for in a leader?

A
  • Honest
  • Competent
  • Inspiring
  • Forward-looking
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75
Q

What does the CAL checklist stand for?

A

Characteristics of Admired Leaders.

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76
Q

True or False: The ranking of the top leadership qualities varies significantly across different cultures.

A

False.

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77
Q

What is the relationship between a leader’s honesty and their constituents’ trust?

A

Honesty is essential for building trust; people want leaders who are truthful and principled.

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78
Q

Fill in the blank: A leader’s _______ is a reflection upon their own honesty.

A

honesty

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79
Q

What does leadership competence refer to?

A

The leader’s track record and ability to get things done.

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80
Q

Why is competence important in leadership?

A

People must believe that the leader is capable and effective to follow them.

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81
Q

What do constituents refuse to follow?

A

Leaders who lack confidence in their own beliefs.

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82
Q

What happens when people perceive their leader as incompetent?

A

They reject the individual and their position.

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83
Q

What is a key message regarding leadership that leaders must take to heart?

A

Over 80 percent of constituents want their leaders to be honest above all else.

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84
Q

What is the impact of a failure of honesty in leadership?

A

It poisons the team, damages trust, and breaks down team cohesion.

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85
Q

What does it mean for a leader to be forward-looking?

A

Having a clear vision for the future.

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86
Q

What is essential for creating a sustainable relationship between leaders and followers?

A

Honesty, competence, inspiration, and being forward-looking.

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87
Q

What is a leader not expected to be an expert in?

A

Everything

Leaders are expected to have a competent understanding of the organization and to recruit and ask questions to experts.

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88
Q

What type of competence is demanded from leaders?

A

Varies by position and organizational condition

For example, strategic planning for officers and product competence for frontline leaders.

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89
Q

What do people need to believe in to have confidence in their leader’s competence?

A

Business knowledge and understanding of the organization

This includes knowledge of current operations, culture, and people.

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90
Q

What is essential for leaders to inspire their teams?

A

Enthusiasm and passion

Leaders must communicate their vision in a way that encourages others.

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91
Q

True or False: Fear motivates people to innovate and take chances.

A

False

Fear leads to compliance, not commitment.

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92
Q

What percentage of respondents selected the ability to look ahead as a sought-after leadership trait?

A

62 percent

This reflects the expectation for leaders to have a sense of direction.

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93
Q

What must leaders have to expect others to follow them?

A

A clear vision for the future

Leaders need to articulate exciting possibilities for the future.

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94
Q

What are the four essential characteristics people want in a leader?

A

Honest, competent, inspiring, forward-looking

These traits have remained consistent over time.

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95
Q

What is the significance of credibility in leadership?

A

It is the foundation of leadership

People must believe in their leaders to willingly follow them.

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96
Q

What does the Kouzes-Posner First Law of Leadership state?

A

If you don’t believe in the messenger, you won’t believe the message

This emphasizes the importance of a leader’s credibility.

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97
Q

What behaviors indicate a leader’s high credibility according to direct reports?

A

Pride in organization, strong team spirit, personal values alignment, commitment

Low credibility leads to disengagement and lack of motivation.

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98
Q

Fill in the blank: Leaders must always guard their _______.

A

Credibility

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99
Q

What impact does a leader’s credibility have on employee loyalty?

A

It significantly influences employee attitudes and behaviors

High credibility leads to loyalty and productivity.

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100
Q

What is the center of gravity for business loyalty according to researchers?

A

The personal integrity of senior leadership

Integrity and principles must be practiced to foster loyalty.

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101
Q

What happens when disloyalty exists within an organization?

A

Performance is dampened by 25 to 50 percent

Loyalty is crucial for extraordinary value creation.

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102
Q

What do leaders need to articulate about the future?

A

What the organization will look like when they arrive at their destination

Leaders should provide a rich description of future expectations.

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103
Q

What is the impact of disloyalty on performance?

A

Disloyalty dampened performance by a stunning 25 to 50 percent.

Loyalty is responsible for extraordinary value creation.

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104
Q

What is the center of gravity for business loyalty?

A

The personal integrity of the senior leadership team and its ability to put its principles into practice.

This finding substantiates the First Law of Leadership.

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105
Q

What are common phrases that describe credibility?

A
  • They practice what they preach.
  • They walk the talk.
  • Their actions are consistent with their words.
  • They put their money where their mouth is.
  • They follow through on their promises.
  • They do what they say they will do.
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106
Q

What is the Kouzes-Posner Second Law of Leadership?

A

DWYSYWD: Do What You Say You Will Do.

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107
Q

What are the two essential elements of credibility in action according to the Kouzes-Posner framework?

A
  • Say: Be clear about beliefs.
  • Do: Put what you say into practice.
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108
Q

What does ‘Model the Way’ entail?

A

Being clear about a set of values and being an example of those values to others.

It links directly to people’s behavioral definition of credibility.

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109
Q

What is the first question constituents want leaders to answer?

A

‘Who are you?’

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110
Q

What does Sumaya Shakir emphasize about leadership?

A

The importance of knowing and communicating personal values.

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111
Q

What is required to Clarify Values in leadership?

A
  • Find your voice.
  • Affirm shared values.
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112
Q

How does a leader’s personal leadership philosophy affect team commitment?

A

If leaders lack clarity in their philosophy, it leads to low levels of team commitment.

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113
Q

What are the consequences of unclear leadership philosophy?

A

Confusion among team members about values and beliefs guiding their actions.

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114
Q

What is the significance of finding your authentic voice as a leader?

A

It ensures consistency in word and deed, leading to integrity in leadership.

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115
Q

How does clarity of leadership philosophy affect workplace attitudes?

A

Top 20% leaders on clarity have more favorable workplace attitudes than bottom 20% leaders.

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116
Q

What is the percentage increase in team spirit among direct reports of clear leaders?

A

130 percent higher on ‘feel a strong sense of team spirit.’

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117
Q

What is the relationship between clear leadership philosophy and perceived effectiveness?

A

Leaders rated in the top 20% on clarity are seen as nearly 140 percent more effective.

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118
Q

Fill in the blank: To walk the talk, you have to have a talk to _______.

A

walk.

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119
Q

What does the practice of ‘Model the Way’ link to?

A

The principles and behaviors that bring it to life.

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120
Q

What can be a tool for leaders to express their values effectively?

A

A one-page ‘user manual’ to communicate values.

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121
Q

What is essential for a leader to be effective?

A

Being clear about who you are and what you stand for

This clarity is reflected in how direct reports evaluate their leaders’ effectiveness.

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122
Q

How much more effective do leaders rated in the top 20 percent on clarity about their leadership philosophy evaluate as compared to those in the bottom 20 percent?

A

Nearly 140 percent more effective

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123
Q

What should a manager do to align their actions with their leadership style?

A

Clarify their leadership philosophy and share it with the team

This helps build consensus and support among team members.

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124
Q

What is the main focus of Yum! Brands’ leadership development program?

A

Asking participants to look inside themselves

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125
Q

What drives Ruthy Ladonnikov’s arguments and opinions?

A

Her values and passions

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126
Q

What are values in the context of leadership?

A

Enduring beliefs about how to accomplish things (means values)

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127
Q

What is the difference between values and vision in leadership?

A

Values refer to how to accomplish things; vision refers to long-term ends values that leaders aspire to attain.

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128
Q

How do values influence decision-making?

A

They serve as guides to action and inform priorities and choices.

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129
Q

What is the significance of clarity in personal values for leaders?

A

It allows leaders to focus and make choices in chaotic times.

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130
Q

True or False: Leaders with weak character deliver greater returns than those with strong character.

A

False

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131
Q

What did Paul di Bari prioritize in his new role overseeing physical security?

A

Clearly vocalizing his values and expectations for the new team

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132
Q

What is a key component of establishing trust and respect as a leader?

A

Clearly stating management objectives and leadership principles

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133
Q

What happens if a leader only mimics others without finding their own voice?

A

They cannot earn commitment from others.

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134
Q

What did Andrew Levine encourage his mentees to do?

A

Reflect on their personal values and how they align with the organization’s mission

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135
Q

Fill in the blank: Values are your personal _______.

A

bottom line

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136
Q

What analogy did Kerry Ann Ostrea use to describe authentic expression of values?

A

Making sure that ‘what you put on’ fits with who you are

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137
Q

What is the first step toward exemplary leadership according to Shandon Lee Fernandes?

A

Discovering personal values and beliefs

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138
Q

How does being clear about personal values affect workplace behavior?

A

It significantly influences how people behave in the workplace.

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139
Q

What did Bernie Swain discover about highly successful leaders?

A

They are self-aware and pay attention to their inner voice.

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140
Q

What is the impact of clarity around personal values in the workplace?

A

Being clear about personal values significantly increases commitment, motivation, and productivity.

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141
Q

What are the four quadrants based on clarity of personal and organizational values?

A
  1. Not clear about personal or organizational values
  2. Clear about organizational values, not personal
  3. Clear about both personal and organizational values
  4. Clear about personal values, not organizational
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142
Q

Which quadrants show higher commitment levels?

A

Quadrants 3 and 4 show significantly higher commitment levels.

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143
Q

True or False: There are statistically significant differences in commitment levels between quadrants 3 and 4.

A

False

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144
Q

What drives commitment according to the text?

A

Personal values drive commitment.

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145
Q

How does alignment of personal values with organizational values affect employee attraction?

A

The best employees are attracted to companies that align with their personal values.

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146
Q

What is the relationship between shared values and team performance?

A

Team performance suffers when members do not align with common values.

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147
Q

List the benefits of organizations with strong corporate cultures based on shared values.

A
  • Higher revenue growth
  • Faster job creation
  • Better profit performance
  • Higher stock prices
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148
Q

What is a key strategy for leaders to build productive relationships?

A

Affirming shared values is essential for building productive relationships.

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149
Q

What does the process of affirming shared values involve?

A

Uncovering, reinforcing, and holding one another accountable to what ‘we’ value.

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150
Q

Fill in the blank: Leaders must gain consensus on a common _______ and a common set of principles.

A

[cause]

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151
Q

What do shared values foster according to the research?

A
  • Increased motivation
  • Enhanced personal effectiveness
  • Higher company loyalty
  • Reduced job stress
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152
Q

How can leaders renew commitment among their teams?

A

By periodically checking for values clarity and consensus.

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153
Q

What did Richard Sasser do to share his values with others?

A

He kept a white coffee mug on his desk with his seven values written on it.

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154
Q

True or False: Leaders can mandate unity among their constituents.

A

False

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155
Q

What enhances clarity of expectations in a team?

A

Alignment between leaders’ and constituents’ values.

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156
Q

What is essential for leaders to effectively engage their constituents?

A

Engaging in dialogue about values.

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157
Q

What is the consequence of leaders not aligning their values with those of their constituents?

A

They will struggle to mobilize people to act as one.

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158
Q

What did Charles Law do to improve team dynamics?

A

He facilitated discussions to agree on shared values.

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159
Q

List the steps Charles Law took to identify shared values.

A
  • Listened to team members individually
  • Reported opinions in group meetings
  • Encouraged open discussions
  • Resolved misunderstandings
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160
Q

What is the ultimate goal of creating shared values in a team?

A

To foster teamwork and respect, resulting in improved performance.

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161
Q

Fill in the blank: Unity is ______, not forced.

A

[forged]

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162
Q

What is the lesson for leaders regarding values in organizations?

A

Leaders must engage their constituents in a dialogue about values.

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163
Q

What is the role of leaders in establishing shared values?

A

Leaders must proactively involve people in creating shared values

Ownership of values increases when leaders engage a wide range of individuals in their development.

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164
Q

What are fervently shared values?

A

Strongly supported, broadly endorsed beliefs about what is important

They are much more than advertising slogans and must be enumerated and commonly interpreted.

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165
Q

How can team members increase alignment with shared values?

A

By sharing personal stories that reflect their values

This practice encourages discussion and enhances understanding of shared values.

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166
Q

What is necessary for a unified voice on values?

A

Discovery and dialogue

Leaders must engage individuals in discussions about values and their impact on personal beliefs and behaviors.

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167
Q

What is the first step toward exemplary leadership?

A

Clarifying your values

This involves discovering fundamental beliefs that guide decisions and actions.

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168
Q

Why is personal values clarity essential for leaders?

A

It drives commitment to the organization and its purpose

Leaders must know what they believe to effectively communicate and uphold values.

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169
Q

What must leaders ensure regarding shared values?

A

There must be agreement on the values everyone will commit to upholding

Shared values improve work attitudes and performance.

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170
Q

What process leads to a common understanding of shared values?

A

Dialogue and debate, followed by understanding and commitment

Unity comes from a collaborative process, not just a declaration.

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171
Q

What are the steps in ‘Model the Way’ for leaders?

A
  1. Identify guiding values
  2. Find authentic communication
  3. Help others articulate their values
  4. Provide discussion opportunities
  5. Build consensus
  6. Ensure adherence to values

These steps help in affirming shared values and accountability.

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172
Q

True or False: Leaders can impose their values on organizational members.

A

False

Leaders must engage members in the value creation process rather than impose values.

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173
Q

What was Steve Skarke’s initial challenge as plant manager at Kaneka Texas Corporation?

A

He was unprepared for the job and needed to align his values with the organization’s goals.

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174
Q

What vision did the management team at Kaneka Texas Corporation discuss?

A

Becoming a ‘World-Class Plant’ with a strong culture of safety and good housekeeping.

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175
Q

What was the first action Steve took to promote cleanliness in the plant?

A

He bought a bucket, labeled it ‘World-Class Plant,’ and started picking up trash.

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176
Q

What was the outcome of Steve’s trash collection initiative?

A

It inspired others to join him, creating a culture of cleanliness and responsibility.

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177
Q

What program did the plant launch to enhance cleanliness and equipment knowledge?

A

‘My Machine,’ where each operator was assigned a piece of equipment to maintain.

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178
Q

What does ‘DWYSYWD’ stand for?

A

‘Do What You Say You Will Do.’

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179
Q

What is essential for leaders to do in order to set an example?

A

Live the shared values and teach others to model those values.

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180
Q

What role do leaders play in relation to shared values?

A

They are ambassadors of shared values and represent these standards to others.

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181
Q

What is the relationship between a leader’s credibility and their actions?

A

Leaders who align their words and actions are seen as more credible.

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182
Q

What effect does a leader’s personal example have on their team?

A

It significantly increases trust and performance levels among constituents.

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183
Q

Fill in the blank: Leaders must set the pace in living in accordance with _______.

A

[shared values]

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184
Q

What did Poonam Jadhav observe about her first manager at the Central Bank of India?

A

He inspired initially but lost credibility by not practicing what he preached.

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185
Q

How did the second manager at the Central Bank of India demonstrate exemplary leadership?

A

He practiced his values and engaged directly with customers.

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186
Q

What is the significance of how leaders spend their time?

A

It indicates what they value and prioritizes those actions in the organization.

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187
Q

What did Tyrone O’Neill do to model customer focus at Optus?

A

He personally called customers and surveyed them, demonstrating commitment.

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188
Q

What is the Golden Rule in leadership according to the text?

A

Only ask others to do something you are willing to do yourself.

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189
Q

What challenge is associated with the corporate lexicon in organizations?

A

It can trap people into a particular way of thinking about roles and relationships.

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190
Q

Why is language important for exemplary leaders?

A

It reflects mindsets and beliefs, influencing attitudes and behaviors.

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191
Q

What should leaders do to ensure their values are taken seriously?

A

They must demonstrate their values through their actions.

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192
Q

True or False: Leaders can maintain credibility without aligning their actions with their stated values.

A

False

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193
Q

What is ‘behavioral integrity’ in the context of leadership?

A

The alignment between a leader’s words and deeds, impacting trust and performance.

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194
Q

What does the term ‘DaVitan’ refer to?

A

Employees of DaVita

DaVita is a company focused on kidney dialysis.

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195
Q

What does the name ‘DaVita’ mean in Italian?

A

Giving life

This reflects the company’s mission to support those suffering from renal disease.

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196
Q

What is the significance of the phrase ‘One for All, and All for One’ at DaVita?

A

It reinforces teamwork and collective responsibility

This phrase permeates the company’s culture.

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197
Q

What does the acronym ‘GSD’ stand for at DaVita?

A

Get Stuff Done

It reflects the company’s emphasis on execution and operational excellence.

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198
Q

How do words influence organizational culture according to Javier Rodriguez?

A

They create imagery and communicate history, traditions, and beliefs

Language serves as cultural alignment and accountability.

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199
Q

What impact do positive words have on the brain?

A

Strengthen areas in the frontal lobes, promoting cognitive functioning and resilience

Positive language fosters better mental health.

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200
Q

What are frames in the context of language and leadership?

A

Mental structures that influence how people perceive and interpret information

Different terms can create different frames around discussions.

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201
Q

What is the purpose of asking purposeful questions as a leader?

A

To direct attention to values and encourage reflection

Questions shape the focus and priorities of team members.

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202
Q

Fill in the blank: Seeking _______ is essential for leaders to align their words and actions.

A

feedback

Feedback helps leaders understand their impact and improve.

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203
Q

True or False: Asking for feedback is often easy for leaders.

A

False

Many leaders fear exposure and vulnerability when seeking feedback.

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204
Q

What behavior correlates with higher ratings of leader effectiveness among direct reports?

A

Spending time ensuring adherence to shared values

Leaders who affirm shared values see significantly better workplace attitudes.

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205
Q

What are critical incidents in leadership?

A

Unexpected occurrences that provide learning opportunities

They can teach important lessons about behavior norms.

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206
Q

What does it mean to teach others to model values in an organization?

A

Aligning actions and words at all levels and holding others accountable

It involves setting an example and coaching others.

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207
Q

What is a significant outcome of confronting critical incidents?

A

Providing lessons about appropriate norms of behavior

Leaders can use these moments to reinforce organizational values.

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208
Q

What did Sharada Ramakrishnan learn from handling a critical incident regarding team vacations?

A

To balance project needs with team members’ rights to take vacations

This decision positively affected her team’s perception of her leadership.

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209
Q

What was Sharada’s decision regarding her team member’s vacation request?

A

She granted the request despite knowing it would require her to do additional work

Sharada understood that by doing this, she was setting an example of how the team could help each other during a crisis.

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210
Q

How did the team members’ attitudes change towards Sharada after her decision?

A

They started recognizing her commitment and willingness to help

The team appreciated that she was doing what she said she would do.

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211
Q

What approach did Emily Singh take to build trust during the merger of two business teams?

A

She established continuous communication and encouraged open discussions

Frequent meetings allowed team members to express their feelings about the new team configuration.

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212
Q

What is a critical incident in the context of leadership?

A

An event that offers a chance to improvise while staying true to shared values

These incidents can serve as teachable moments for leaders.

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213
Q

Why are stories considered a powerful tool for leaders?

A

They help convey lessons about shared values and define culture

Stories can effectively communicate what works and what doesn’t.

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214
Q

What did Paul Smith emphasize about storytelling in leadership?

A

You can’t order people to be creative or motivated; stories lead them there

Stories are more effective than rules and can inspire action.

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215
Q

What did Steve Denning learn about changing behavior in organizations?

A

Simple stories were the most convincing way to communicate essential messages

Traditional methods like charts and prose were ineffective.

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216
Q

What is the benefit of storytelling according to Phillip Kane?

A

It helps bridge cultural and language divides through common human experiences

Stories allow for relatable messages and lead by example.

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217
Q

What did Bert Wong realize about his leadership style at Fuji Xerox Singapore?

A

His team relied too heavily on him for direction

He aimed to create a sustainable organization with shared values.

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218
Q

What are the four Core Values established by Fuji Xerox Singapore?

A
  • Fighting Spirit
  • Innovation and Learning
  • Collaborate to Compete
  • Care and Concern

These values guided the everyday decisions and actions of the organization.

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219
Q

How did Bert Wong ensure that the core values were practiced in daily activities?

A

By integrating them into organizational processes and systems

He attributed successes to living the core values in meetings.

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220
Q

What did Lou Gerstner highlight about values in companies?

A

Many values are just words and do not translate into practices

Effective execution of values is crucial for organizational culture.

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221
Q

What methods can leaders use to reinforce fundamental values in their organizations?

A
  • Key performance measures
  • Reward systems
  • Recruitment and selection processes
  • Training and onboarding
  • Promotion systems

These methods help align decisions with shared values.

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222
Q

What is a critical part of being a leader according to the text?

A

Setting the right example and aligning actions with shared values

Leaders are constantly observed and must demonstrate credibility.

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223
Q

Fill in the blank: Leaders must reward appropriate behavior if they expect people to _______.

A

repeat it

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224
Q

What should leaders ensure regarding their time and activities?

A

They should reflect what they say is important

Time is a precious asset for leaders.

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225
Q

What is the significance of critical incidents for leaders?

A

They offer significant teachable moments

Leaders can pass along real-time lessons through these incidents.

226
Q

What is the importance of feedback for leaders?

A

It helps leaders understand if they are consistent with their values

Feedback is crucial for measuring credibility.

227
Q

What is the purpose of storytelling in organizations according to S. Denning?

A

Storytelling ignites action in knowledge-era organizations

For some of the best ways to tell and use stories to communicate vision and values, see S. Denning, The Secret Language of Leadership: How Leaders Inspire Action Through Narrative (San Francisco: Jossey-Bass, 2007)

228
Q

What are the two essentials for leaders to commit to Envisioning the Future?

A
  • Imagine the possibilities
  • Find a common purpose
229
Q

What does Anh Pham’s story illustrate about leadership?

A

The importance of envisioning a positive future and communicating it effectively

230
Q

According to Daniel Gilbert, what is the greatest achievement of the human brain?

A

Its ability to imagine objects and episodes that do not exist in the realm of the real

231
Q

True or False: Shared visions only belong to the leader and not to the team.

A

False

232
Q

What is the impact of a clear vision on workplace productivity?

A

It significantly enhances motivational levels and productivity

233
Q

Fill in the blank: Leaders are ______ thinkers.

A

possibility

234
Q

What did Anh Pham do to address the team’s low morale?

A

He articulated a clear vision for the team’s future

235
Q

What role does intuition play in leadership according to Alden M. Hayashi?

A

It’s crucial for effectiveness and often described as the ‘X-Factor’ separating the best from the mediocre

236
Q

What should leaders reflect on to envision the future?

A

Their past experiences and recurring themes

237
Q

How does understanding the past contribute to envisioning the future?

A

It helps identify themes, patterns, and beliefs that inform future aspirations

238
Q

What does being mindful of the present involve for leaders?

A

Being aware of their environment and the challenges their team faces

239
Q

What percentage of direct reports agree they would work harder if their leader effectively communicates the future?

A

73 percent

240
Q

What must every leader learn to do regarding their larger purpose?

A

Communicate a vision

241
Q

According to the text, what is essential for leaders to do amidst daily pressures?

A

Attend to the present while being mindful

242
Q

What did Jade Lui realize about searching her past?

A

It gave her clarity on identifying the big picture and understanding current trends

243
Q

According to the text, what is a vision of the future similar to?

A

A literary or musical theme

244
Q

What is necessary to envision the future?

A

Understand the present and listen to your team

Understanding current challenges is crucial for imagining a better future.

245
Q

What does Gary Hamel suggest about understanding changes?

A

People don’t appreciate changes because they are lost in confusing data

This emphasizes the need to step back and see the bigger picture.

246
Q

How should leaders approach current workplace observations?

A

Look at what people are doing, wearing, using, and how they interact

Observing these trends can provide insights into future directions.

247
Q

What did Gautam Aggarwal do to understand his team’s vision?

A

Held an open forum for feedback on current practices and improvements

This was aimed at aligning the team’s understanding of present conditions.

248
Q

What is the analogy used to describe envisioning the future?

A

A jigsaw puzzle

Each piece represents data that fits together to form a picture of the future.

249
Q

What must leaders do while prospecting the future?

A

Anticipate emerging developments in various fields

This includes technology, demographics, economics, and culture.

250
Q

What is the significance of thinking about ‘what’s next’?

A

It prepares leaders for future projects beyond current tasks

This forward-thinking approach helps avoid redundancy.

251
Q

True or False: Future-focused leaders attract followers more readily.

A

True

They induce motivation and promote group identification.

252
Q

What is essential for leaders to articulate a vision?

A

Connect with their deepest feelings and find their passion

Passion energizes aspirations and actions.

253
Q

What impact does a sense of purpose have in organizations?

A

Higher engagement and stronger financial performance

Purpose-driven individuals perform better and exhibit greater well-being.

254
Q

How did Andrew Rzepa motivate his team for the conference?

A

Spoke passionately about the benefits of a successful event

His enthusiasm inspired others to commit to the goal.

255
Q

What should leaders do to inspire a shared vision?

A

Incorporate constituents’ ideals and aspirations into the vision

Leaders should not impose their vision but inspire collaboration.

256
Q

What is the misconception about leaders and vision?

A

Leaders are solely responsible for being visionaries

In reality, vision development should involve others.

257
Q

What is the role of a leader regarding constituents’ aspirations?

A

Listen deeply and help them achieve their aspirations

This fosters commitment and collective effort.

258
Q

What is the significance of listening deeply to others as a leader?

A

It helps reflect constituents’ desires back to them

This builds trust and alignment toward a common cause.

259
Q

What is the best practice for leaders regarding feedback?

A

Engage in conversations with employees and customers

Valuable insights for vision come from direct interactions.

260
Q

What ability do the best leaders possess?

A

The ability to hear what is important to others.

261
Q

Where do visions for organizations originate?

A

From interactions with employees and conversations with customers.

262
Q

What is a key skill of great leaders?

A

Intense listening.

263
Q

What can happen when leaders listen to their employees?

A

They can identify issues and respond with initiatives that address concerns.

264
Q

What are some common themes that bring meaning to work and life?

A
  • Integrity
  • Purpose
  • Challenge
  • Growth
  • Belonging
  • Autonomy
  • Significance
265
Q

True or False: People stay with an organization primarily for financial reasons.

A

False.

266
Q

What is one of the main reasons people want to follow a meaningful purpose?

A

To make a significant difference in the lives of others.

267
Q

What do researchers find about companies with a strong sense of purpose?

A

They perform well financially.

268
Q

What is the purpose of The Purpose Statement Workshop created by Niki Lustig?

A

To help teams draft their purpose.

269
Q

Why do people commit to causes?

A

Because they care about making a difference.

270
Q

What did the research by Lindsay McGregor and Neel Doshi conclude?

A

‘Why we work determines how well we work.’

271
Q

What is the role of visions in a VUCA world?

A

They are essential for survival and success.

272
Q

In the driving analogy, what does fog represent?

A

Uncertainty and lack of clarity in vision.

273
Q

What does a clear vision allow leaders to do?

A

Inspire hope and guide others through challenges.

274
Q

What must leaders do to inspire a shared vision?

A

Listen to the voices of all constituents.

275
Q

What should leaders reflect on to envision the future?

A

Their past experiences and current trends.

276
Q

Fill in the blank: People want to know that they have done something on this earth, that there’s a _______ to their existence.

A

purpose

277
Q

What is the first step in creating a shared vision?

A

Determine what drives you and where your passions lie.

278
Q

What is the significance of listening to employees’ aspirations?

A

It helps identify what gives work its meaning.

279
Q

What was Melinda Jackson’s strategy to improve team cohesion?

A

Scheduling regular check-ins and actively listening.

280
Q

What are the guardrails along the path to clarity of vision?

A

Your passions.

281
Q

True or False: A shared vision is about completing tasks and jobs.

A

False.

282
Q

What can leaders do to clear the fog for their teams?

A

Provide clarity of vision and direction.

283
Q

What did Jan Pacas want to achieve at Hilti Corporation?

A

Create a clear direction that motivates employees and unites them towards a common goal

Jan aimed to transform Hilti Australia, which he viewed as average, into a standout organization.

284
Q

What was the phrase used to communicate Hilti’s vision?

A

We’re Painting Australia Red

This phrase symbolized Hilti’s desire to increase brand visibility over competitors’ colors.

285
Q

Why is it important for a vision to be understood by all employees?

A

So everyone knows what it means to them in concrete, tangible terms

Jan stated that if the vision isn’t clear to everyone, it becomes worthless.

286
Q

What three aspects must a vision appeal to, according to Jan?

A
  • Head (logical understanding)
  • Heart (emotional appeal)
  • Hands (actionable steps)
287
Q

What is the main purpose of ‘Enlist Others’ in leadership?

A

Igniting passion for a purpose and motivating people to persist against challenges

288
Q

What do leaders need to express to inspire their constituents?

A

Emotion for the vision

Leaders must show enthusiasm to energize and engage people.

289
Q

What is one key outcome of connecting employees with a sense of purpose?

A

Increased engagement and productivity

Studies show that employees who see their work as meaningful perform better.

290
Q

What did Nancy Sullivan do to connect her team to a larger purpose?

A

Drafted a vision message and communicated it consistently

She emphasized the significance of their work in the lives of constituents.

291
Q

What is the impact of a meaningful mindset on individuals?

A

Improved psychological well-being, creativity, and work performance

292
Q

What unique quality should leaders communicate about their organization?

A

What makes them singular and unequaled

Distinctiveness increases the likelihood of success in garnering support.

293
Q

What does feeling unique foster within an organization?

A

A sense of pride

This pride can lead to increased loyalty and enthusiasm among employees.

294
Q

How did Azmeena Zaveri aim to revive the community bookstore?

A

By inspiring the team and emphasizing the bookstore’s significance to the community

295
Q

What is a critical challenge for organizations in today’s environment?

A

Differentiating themselves in a saturated market

296
Q

What classic speech exemplifies aligning dreams with people’s dreams?

A

I Have a Dream speech by Reverend Dr. Martin Luther King, Jr.

297
Q

Fill in the blank: To make extraordinary things happen, leaders must go beyond _______.

A

[reason]

298
Q

True or False: Leaders are expected to be inspiring and forward-looking.

A

True

299
Q

What must organizations do to distinguish themselves from others?

A

Work harder to distinguish themselves and their products from others.

300
Q

What is a classic example of appealing to people’s ideals and uplifting their spirits?

A

Martin Luther King, Jr.’s ‘I Have a Dream’ speech.

301
Q

On what date did Martin Luther King, Jr. deliver his ‘I Have a Dream’ speech?

A

August 28, 1963.

302
Q

What key element did Martin Luther King, Jr. use to engage his audience?

A

He appealed to common interests.

303
Q

Name two traditional values that Martin Luther King, Jr. referenced in his speech.

A
  • Family
  • Church
304
Q

What rhetorical device did Martin Luther King, Jr. frequently use in his speech?

A

Repetition.

305
Q

True or False: Martin Luther King, Jr. promised that achieving his dream would be easy.

A

False.

306
Q

What shift in focus did Martin Luther King, Jr. make in his speech?

A

From ‘I’ to ‘we’.

307
Q

What type of language does Andrew Carton suggest leaders use when communicating visions?

A

Image-based words.

308
Q

How do image-based words affect performance in teams?

A

They trigger stronger performance compared to non-visual wording.

309
Q

Fill in the blank: Visions should be framed in terms of what the result will look, feel, and _______.

A

sound like.

310
Q

What was Kent Christensen’s initial feeling about his job at Cisco?

A

He felt lost.

311
Q

What acronym did the new vice president at Cisco use to describe the vision?

A

V-S-E-M (Vision, Strategy, Execution, Metrics).

312
Q

What effect did the town hall meeting have on Kent Christensen?

A

It changed his approach to his job and made him feel like he belonged.

313
Q

What is necessary for leaders to do to motivate others?

A

Help them see and feel how their interests align with the vision.

314
Q

What do many people mistakenly attribute to being inspirational?

A

Charisma.

315
Q

What must leaders develop to inspire a shared vision?

A

Skills to transmit their belief.

316
Q

What metaphor did Cheryl Johnson use to illustrate employee development?

A

A produce market.

317
Q

How do metaphors influence people’s behavior?

A

They can evoke specific behaviors based on the name given to a task or team.

318
Q

What is the root verb of the word ‘vision’?

A

To see.

319
Q

What kind of images do leaders need to create to inspire a shared vision?

A

Concrete images of the future.

320
Q

What did Debbie Sharp’s vision statement emphasize about community colleges?

A

They are in the business of changing lives.

321
Q

Fill in the blank: Leaders must help others create _______ of the future.

A

images.

322
Q

What is the key to getting people to see a common future according to the text?

A

Expressing images in concrete terms.

323
Q

What ability do all individuals possess when sharing vacation experiences?

A

The ability to paint word pictures that energize and inspire others

This ability is akin to the skill of effective communication and storytelling.

324
Q

What do leaders do to foster team spirit and optimism?

A

They look on the bright side, keep hope alive, and strengthen belief in a promising future

This involves creating supportive relationships based on mutual participation in renewal.

325
Q

What qualities do constituents look for in leaders?

A

Enthusiasm, genuine belief in others, optimism, and resilience

Leaders should remain passionate despite obstacles.

326
Q

True or False: Naysayers contribute to forward progress.

A

False

Naysayers only stop forward progress; they do not initiate it.

327
Q

How did Ari Ashkenazi describe the impact of his first supervisor?

A

She maintained high spirits and encouraged a positive outlook on future projects

This helped him avoid frustration and made it easier to communicate negative news.

328
Q

What effect did the second supervisor have on Ari Ashkenazi?

A

She created an environment where he avoided her and withheld negative information due to fear of backlash

This demonstrates the negative impact of poor communication from leaders.

329
Q

What happens in the brain when people feel rebuffed or left out?

A

A site for registering physical pain is activated

This highlights the psychological impact of negative communication.

330
Q

What does a positive approach to life do according to Barbara Fredrickson?

A

It broadens ideas about future possibilities and enhances creativity

Positivity also helps individuals cope with adversity and build resilience.

331
Q

How is charisma defined by social scientists?

A

As behaviors rather than a personality trait, including being animated, smiling, and speaking expressively

Charisma is linked to energy and expressiveness.

332
Q

What role does emotional arousal play in memory retention?

A

It creates stronger, longer-lasting memories

Emotionally significant events are remembered better than neutral ones.

333
Q

Fill in the blank: Emotionally arousing narratives lead to better memory of _______.

A

Details in presentations

This was demonstrated in studies where emotionally charged narratives improved recall.

334
Q

What is the impact of showing concrete examples compared to abstract principles?

A

Concrete examples lead to deeper understanding and greater emotional connection

This is illustrated by studies on charitable donations based on personal stories.

335
Q

What must leaders do to ensure their messages resonate?

A

Tap into people’s emotions and express genuine beliefs

Emotional engagement is essential for motivating change.

336
Q

What is essential for enlisting others in a shared vision?

A

Genuineness and belief in the vision being communicated

If a leader does not own the vision, convincing others will be difficult.

337
Q

What did Cathryn Meyer learn about leadership from Patrick’s example?

A

Quiet confidence can be effective in leadership, not just extroversion

Conviction, sincerity, and passion are vital traits.

338
Q

What do exemplary leaders appeal to in their constituents?

A

Common ideals and shared aspirations

This connection elevates motivation and moral engagement.

339
Q

How can leaders make visions compelling and memorable?

A

By breathing life into them and animating abstract concepts

This involves using metaphors, symbols, and enthusiastic communication.

340
Q

What is the ‘acid test’ of conviction for leaders?

A

Authenticity

Constituents will only follow leaders who genuinely believe in their vision.

341
Q

What is the first step to inspire a shared vision?

A

Talk with constituents about their hopes, dreams, and aspirations

Understanding constituents’ desires is crucial for effective leadership.

342
Q

What serious flaws did Aristotle Verdant notice in the project management process?

A

Project goals were loosely defined, outcomes were not delivered on time, and resources were routinely overrun

Resulted in panic, chaos, overtime, and budget overruns

343
Q

What did Aristotle discover about project management issues in his company?

A

The issues were common across other business units as well

Apathy had sunk in too deep for anyone to change the status quo

344
Q

What approach did Aristotle take to address the project management issues?

A

He collaborated with frustrated colleagues to identify factors impeding their work and sought external expertise for solutions

345
Q

What was the outcome of the training for the marketing project management team?

A

It was helpful and everyone recognized the benefits of adopting the new process

346
Q

What method did Aristotle use to test the new process before full implementation?

A

He conducted pilot projects that were small in scope

347
Q

What was the result of the pilot projects led by Aristotle’s colleagues?

A

They reduced project schedule slippage and costs by 20 percent

348
Q

What key role did Aristotle play in his organization?

A

He served as a catalyst for change, challenging the status quo and promoting new practices

349
Q

What two essentials do exemplary leaders engage in according to the text?

A
  • Seize the initiative
  • Exercise outsight
350
Q

True or False: Leaders should only act when they see immediate problems.

A

False

Leaders should continuously look for opportunities for improvement

351
Q

What did Rosabeth Moss Kanter’s research reveal about leadership and innovation?

A

Leadership is connected with the process of innovation and requires a ‘prime mover’ for change implementation

352
Q

How does proactive leadership relate to team effectiveness?

A

Proactive managers are rated as more effective leaders by their peers and supervisors

353
Q

Fill in the blank: Proactivity consistently produces better results than _______.

A

reactivity or inactivity

354
Q

What lesson did Marina Iatomase learn about leadership?

A

Leaders should not wait for permission to initiate change; they should act when they see opportunities

355
Q

What did John Wang’s manager create to foster innovation?

A

An atmosphere that supported experimentation and encouraged team members to propose improvements

356
Q

What initiative did Azmeena Zaveri take to encourage innovation in her team?

A

She created a forum for brainstorming improvements after each event

357
Q

What principle did John Wang implement in his leadership style?

A

Giving team members the opportunity to take initiative and propose changes

358
Q

True or False: Leaders should discourage their team from suggesting improvements.

A

False

Leaders should encourage suggestions for improvement to foster a culture of innovation

359
Q

What is the connection between leadership and challenging the status quo?

A

Effective leaders actively seek new ways to improve and challenge established practices

360
Q

What significant result did Robin Donahue achieve with her quality engineering team?

A

Reduced the number of noncompliance reports by nearly triple their initial objective

361
Q

What is essential for leaders to do in order to drive change?

A

Actively seek opportunities for improvement and encourage their team to innovate

362
Q

What is the importance of leaders encouraging initiative in their teams?

A

It fosters feelings of accomplishment and belief that they are making a difference.

363
Q

How does the frequency of leaders challenging themselves impact their teams?

A

It increases commitment, motivation, and productivity among direct reports.

364
Q

What is a crucial element in generating a can-do attitude in teams?

A

Providing opportunities for people to gain mastery on a task one step at a time.

365
Q

Fill in the blank: Leaders can foster initiative by providing access to _______.

A

[role models]

366
Q

What motivates people to persevere through challenges according to the text?

A

Purpose and internal motivation.

367
Q

True or False: Extrinsic rewards are the primary motivators for achieving excellence.

A

False

368
Q

What example is given to illustrate challenging with purpose?

A

Arlene Blum leading the first all-woman team up Annapurna I.

369
Q

What do leaders need to provide when challenging teams to grow and innovate?

A

A connection to the greater good.

370
Q

What is outsight?

A

The awareness and understanding of outside forces.

371
Q

What should leaders actively do to promote innovation?

A

Look for external realities and listen to weak signals.

372
Q

Fill in the blank: Successful leaders are known for being _______ in their questions.

A

[unrelenting]

373
Q

What approach did Courtney Ballagh take to inspire her sales team?

A

She had her team observe other stores to gain new selling techniques.

374
Q

Why is direct personal experience important for innovative thinking?

A

It confronts participants’ implicit or explicit assumptions.

375
Q

What can diminish an inner sense of purpose according to the text?

A

Reliance on extrinsic motivators.

376
Q

What is the role of listening to diverse perspectives in an organization?

A

It promotes change and adaptation to better results.

377
Q

What challenge did Priya Saudagaran face in her nonprofit work?

A

The decision to shut down a treatment system without understanding the community’s needs.

378
Q

Fill in the blank: Leaders must establish relationships, network, and be _______.

A

[out and about]

379
Q

What does the term ‘standard operating procedures’ (SOPs) refer to?

A

Established methods for performing tasks.

380
Q

What was Luis Zaveleta’s experience with SOPs in his early career?

A

He found them limiting for creative problem-solving.

381
Q

Fill in the blank: To foster initiative, leaders should set the bar _______.

A

[incrementally higher]

382
Q

What is the main takeaway from the concept of ‘leading by wandering about’?

A

It promotes external and internal dialogue about innovation.

383
Q

What was the main reason for the heavy usage of SOPs in the department?

A

Lack of alternatives

Employees had been trained to follow SOPs for the last ten years without updates or alternative methods.

384
Q

What is a necessary skill for leaders to embrace when challenging a process?

A

Receptivity to new ideas

Leaders should appreciate diverse perspectives to formulate better answers.

385
Q

True or False: Higher-performing groups have less communication with people outside their labs.

A

False

Higher-performing groups reported significantly more communication with external sources.

386
Q

What misconception do people often have about seeking advice?

A

It implies incompetence

Studies show that seeking advice can enhance perceptions of competence.

387
Q

Fill in the blank: Successful leaders encourage the sharing of __________ from all stakeholders.

A

information

388
Q

What three approaches do researchers suggest for taking on multiple perspectives?

A
  • Consider the perspective of someone who frustrates you
  • Listen to learn rather than to change perspectives
  • Seek opinions from those outside your comfort zone
389
Q

What mindset should individuals adopt when viewing assigned projects?

A

See them as an adventure

Viewing assignments as adventures can lead to extraordinary outcomes.

390
Q

What should leaders do to promote innovation within their organizations?

A

Make gathering new ideas a personal priority

Leaders should actively seek ideas from various sources.

391
Q

What percentage of every weekly staff meeting should be devoted to listening to outside ideas?

A

At least 25 percent

392
Q

What is the relationship between change, innovation, and leadership?

A

They are nearly synonymous

Leaders should focus on untested and untried ideas.

393
Q

What does exemplary leadership require according to the text?

A

Outsight, not just insight

394
Q

What should leaders ask themselves to drive improvement?

A

What’s new? What’s next? What’s better?

395
Q

What is one action leaders should take daily for improvement?

A

Do something each day to be better than the day before

396
Q

True or False: The best leaders rely solely on their own ideas for innovation.

A

False

The most innovative ideas often come from outside the organization.

397
Q

What is the quest for change described as?

A

An adventure

It tests will and skill while being stimulating.

398
Q

What should leaders do when confronting adversity?

A

Meet it with alternative solutions

399
Q

What approach did Cathryn Meyer decide to take for her new project?

A

A more agile, iterative approach

Cathryn Meyer aimed to standardize job titles using agile methodologies.

400
Q

What was the main challenge Cathryn faced in her project?

A

Standardizing job titles across the company

Past projects had been developed in a vacuum without feedback.

401
Q

What is the key difference between the lean approach and traditional project methods?

A

Identifying end goals and conducting mini experiments to test hypotheses

Feedback is used to learn and iterate on solutions.

402
Q

What did Cathryn’s team do to gather feedback for their proposal?

A

Sent surveys, spoke with staff, researched best practices, consulted an expert

The proposal was refined through multiple iterations based on feedback.

403
Q

How did Cathryn break down the implementation process of new job titles?

A

Into small chunks based on job function

This allowed for incremental progress and further support.

404
Q

What is a small win, according to Karl Weick?

A

A concrete, complete, implemented outcome of moderate importance

Small wins help make projects seem doable and minimize risks.

405
Q

What effect does achieving small wins have on teams?

A

Builds confidence and creates momentum

Small wins encourage progress over setbacks.

406
Q

What must leaders do to foster a culture of experimentation?

A

Make risk safe and turn experiments into learning opportunities

Leaders should encourage learning from mistakes.

407
Q

What are the three key factors to building psychological hardiness?

A

Commitment, control, challenge

These factors help individuals cope with stress positively.

408
Q

What did Della Dsouza focus on to improve her sales performance?

A

Setting small targets and building on small wins

Her approach helped her gain confidence and improve skills.

409
Q

What should leaders do when initiating something new?

A

Break down big problems into small, doable actions

This promotes continued progress and allows for experimentation.

410
Q

What did Dr. Geeta Ramakrishnan do before proposing changes in her department?

A

Conducted intensive research on practicality and best practices

This helped her build a strong case for her proposal.

411
Q

True or False: Leaders should only focus on large, bold projects to achieve success.

A

False

Incremental progress through small wins is essential for success.

412
Q

Fill in the blank: To achieve extraordinary outcomes, leaders must be willing to _______.

A

Take risks with bold ideas

Innovation often requires challenging existing norms.

413
Q

What was included in Geeta’s proposal to hospital management?

A

Detailed research on:
* Initial equipment investment
* Labor force reductions
* Training required for staff
* Outplacement of redundant lab technicians
* Future time and cost savings
* Percentage reduction in errors leading to reduced liability

This proposal led to the management’s approval to move forward with the project.

414
Q

What does Geeta believe about achieving big things?

A

Big things are done by doing lots of small things.

This reflects a common theme from Personal-Best Leadership Experience cases.

415
Q

What are methods for trying lots of little things in leadership called?

A

Model sites, pilot studies, demonstration projects, laboratory tests, field experiments, market trials.

These methods help generate numerous possibilities for small wins.

416
Q

Why are experiments valuable in leadership?

A

They are laboratories for trying and learning, and serve as visual aids for success.

Showcasing experiments can boost morale and confidence.

417
Q

What did Justina Wang learn from her early leadership experience?

A

No change can be made in one jump; many small wins can generate big successes.

She successfully tested an idea in one subsidiary before rolling it out globally.

418
Q

What question do exemplary leaders ask when things don’t go as expected?

A

What can we learn?

This question significantly improves effectiveness evaluations from direct reports.

419
Q

True or False: Focusing on the negative is more effective than focusing on progress.

A

False.

Focusing on progress helps avoid negativity and stifling performance.

420
Q

What should leaders do when mistakes occur?

A

Rectify mistakes and use incidents as prime time for learning.

They should also communicate progress to the team.

421
Q

What is the relationship between a positive outlook and creativity?

A

People with a positive outlook are more creative and innovative.

They are also less likely to experience depression and cardiovascular disease.

422
Q

What did Carolina Rojas Salcedo admire in her leader?

A

A ‘yes, it is possible’ attitude.

This attitude inspired belief in a better future.

423
Q

What is a key lesson from failure according to leaders?

A

Failures are crucial for personal and professional success.

They help identify capabilities and improve overall quality of work.

424
Q

In the ceramics classroom experiment, what did the first group of students focus on?

A

Producing as many pots as possible regardless of quality.

This approach led to better quality pots than those focused on quality alone.

425
Q

What did a study of NASA’s space shuttle program conclude about failures?

A

Employees learned more from their failures than from their successes.

They retained these lessons better for future projects.

426
Q

What mindset is essential for active learning according to Carol Dweck?

A

Growth mindset.

It is based on the belief that basic qualities can be cultivated through effort.

427
Q

What should leaders do to develop a growth mindset in themselves and others?

A

Embrace challenges, persist through setbacks, and seek feedback.

Viewing others’ success as inspiration rather than a threat is also important.

428
Q

What is the most important factor in promoting learning and nurturing a growth mindset?

A

Trust.

A supportive environment is vital for individual and collective growth.

429
Q

What do high-quality relationships in the workplace promote?

A

More learning behaviors.

A collaborative climate supports the development of leaders.

430
Q

What is essential for creating a supportive environment in the workplace?

A

Collaboration and respect for differences

Studies suggest that a supportive environment is crucial for high performance and engagement in learning behaviors.

431
Q

What leadership lesson did Phil Martens learn about trust?

A

Micromanagement is not the path to success; it’s important to create a safe environment for others to operate within boundaries

He emphasizes the importance of allowing others to make mistakes within defined limits.

432
Q

According to Ron Friedman, what is a common myth about mistakes in great workplaces?

A

Mistakes are few; in reality, great workplaces have more mistakes due to a culture of safety and ownership

Mistakes lead to innovation and learning when supported by leadership.

433
Q

What systematic opportunities do organizations provide to encourage learning?

A

Formal and informal development opportunities such as:
* Classroom-based learning programs
* Online learning options
* External seminars
* Mentoring and coaching
* Rotational job assignments

These opportunities help cultivate talent and promote leadership development.

434
Q

How does curiosity contribute to learning, according to studies at UC Davis?

A

Curiosity prepares the brain for learning and makes it a gratifying experience

It stimulates brain circuits associated with reward and pleasure.

435
Q

What does Brian Grazer attribute to his success?

A

Curiosity, which he believes infuses his work with energy and insight

He emphasizes the importance of asking questions to spark interesting thoughts.

436
Q

True or False: Fear of failure is the primary motivator for people to take risks.

A

False

People often let fear drive their choices rather than a commitment to positive outcomes.

437
Q

What does Margie Warrell suggest about people’s perception of risk?

A

People tend to overestimate risk and underestimate their ability to handle it

This can lead to fear-driven choices.

438
Q

Define resilience in the context of leadership.

A

The capacity to recover quickly from setbacks and continue pursuing a vision

It is closely related to the concept of grit.

439
Q

What is grit, as defined by Angela Duckworth?

A

Perseverance and passion for long-term goals

Grit entails maintaining effort and interest over years despite challenges.

440
Q

How can resilience and grit be developed?

A

By interpreting setbacks as temporary and focusing on situational circumstances

Emphasizing that failures are not permanent helps foster resilience.

441
Q

What is the purpose of creating a climate conducive to learning?

A

To make it safe for people to try, be curious, ask questions, and learn from experiences

This includes not punishing experimentation and risk-taking.

442
Q

List the steps to challenge the process in leadership.

A
  1. Create opportunities for small wins
  2. Set incremental goals
  3. Focus on controllable aspects
  4. Make it safe to experiment
  5. Emphasize personal fulfillment through improvement
  6. Experiment with new ideas

These steps promote a culture of continuous learning and improvement.

443
Q

What did Poonam Jadhav experience regarding team leadership in her corporate world?

A

Performance was dependent on the team leader creating an environment of collaboration and trust.

444
Q

How did the first team leader Poonam worked with manage her team?

A

She micromanaged every team member’s efforts and did not trust them.

445
Q

What was the impact of the first team leader’s micromanagement on team morale?

A

It hampered productivity, created frustration, and damaged team morale.

446
Q

What approach did the second team leader take that differed from the first?

A

The second leader trusted her team, interacted face to face, and gave them autonomy.

447
Q

What was the outcome of the second team leader’s approach?

A

The team fixed software bugs much faster and created a climate of trust.

448
Q

What are the key elements exemplary leaders focus on to foster collaboration?

A
  • Create a climate of trust
  • Facilitate relationships
449
Q

What is the central issue in human relationships according to the text?

A

Trust.

450
Q

True or False: Without trust, leaders can accomplish extraordinary things.

A

False.

451
Q

What does trust predict according to studies mentioned in the text?

A

Personal, team, and organizational performance.

452
Q

What did the research involving 112 studies reveal about team trust?

A

The extent to which team members trust one another made an important difference in the team’s performance.

453
Q

What is one of the most effective leadership situations?

A

Each member of the team trusts the others.

454
Q

What happens when trust is the norm in a team?

A

Decisions are made efficiently, innovation is higher, and profitability increases.

455
Q

What is the effect of showing vulnerability in leadership?

A

It builds trust and opens up communication.

456
Q

Fill in the blank: Trust is _______.

A

[the central issue in human relationships]

457
Q

What should leaders do to earn trust from their team?

A

Be the first to trust.

458
Q

How does self-disclosure contribute to building trust?

A

It reveals information about oneself, encouraging mutual understanding.

459
Q

What is a clear signal of trustworthiness in leadership?

A

Showing concern for others.

460
Q

What is active listening according to the text?

A

Engaging in a way that makes the conversation a positive experience.

461
Q

What correlation exists between a leader’s listening and team spirit?

A

Direct reports who feel listened to have a strong sense of team spirit.

462
Q

What are the consequences of a lack of trust in a team?

A

Increased dissatisfaction and decreased motivation among team members.

463
Q

What does the text suggest about the nature of trust?

A

Trust is reciprocal and must be nurtured.

464
Q

What can happen if a leader exhibits distrust?

A

Others will hesitate to trust them and their colleagues.

465
Q

What is active listening?

A

Engaging in conversation to make it a positive experience and support the speaker.

Active listening involves being attentive and responsive to the speaker, fostering a sense of value and support.

466
Q

How does showing appreciation for another’s viewpoint impact relationships?

A

It demonstrates respect and creates bonds that facilitate guidance and advice acceptance.

Respecting different viewpoints fosters a collaborative environment.

467
Q

What role does empathy play in leadership according to Meg Bear?

A

Empathy is the critical twenty-first-century skill that enhances relationship skills in leadership.

As technology automates tasks, relationship-building becomes increasingly valuable.

468
Q

What is the significance of managers showing empathy towards their direct reports?

A

They are viewed as better performers by their own managers.

Empathy leads to increased job performance and satisfaction.

469
Q

What does Roman Krznaric suggest about empathy in leadership?

A

Empathy is the cornerstone of smart leadership and a competitive advantage for human workers.

Strong relationships fostered by empathy can yield better organizational outcomes.

470
Q

According to Andy Cheng, why is understanding how others feel critical in leadership?

A

It helps determine how to assist others in being successful.

Building strong relationships is essential for effective leadership.

471
Q

Fill in the blank: Leaders must develop _______ to foster a collaborative environment.

A

[cooperative goals and roles]

472
Q

What is the effect of having a friend at work on productivity?

A

It contributes significantly to healthy and productive workplaces.

Friendships at work enhance collaboration and trust between colleagues.

473
Q

What is one way leaders can demonstrate competence?

A

By sharing their knowledge and encouraging others to do the same.

Sharing insights builds trust and enhances team performance.

474
Q

What did Cristian Nuñez learn about relationships in a managerial role?

A

Face-to-face interactions significantly improve relationships and cooperation.

Direct interaction fosters trust and collaboration among team members.

475
Q

How did Sara Balducci create a climate of trust with her team?

A

By explaining how each person’s role supports the overall organization.

Demonstrating concern for team members’ contributions fosters self-confidence.

476
Q

What is the Prisoner’s Dilemma in the context of cooperation?

A

A scenario illustrating the importance of reciprocity in achieving mutual benefits.

Cooperation can lead to win-win outcomes, while competition often results in losses for both parties.

477
Q

True or False: Trust among team members increases when knowledge and information are shared.

A

True.

478
Q

What is the relationship between competence and trust in leaders?

A

Competence builds trust and confidence among team members.

Demonstrating knowledge reassures team members about a leader’s capabilities.

479
Q

What can happen if a leader withholds information?

A

It can dampen trust and performance among team members.

Lack of transparency leads to a distrustful environment.

480
Q

Fill in the blank: The most important ingredient in every collective achievement is a _______.

A

[common goal]

481
Q

What did Shubhagam Gupta realize about teamwork through a joint project?

A

Working on a common goal built mutual respect and recognition of strengths.

Collaboration fosters understanding and teamwork effectiveness.

482
Q

What is a sign of a healthy long-term relationship in teams?

A

A sense of reciprocity where both parties give and take.

Balance in contributions prevents feelings of exploitation and promotes cooperation.

483
Q

What are the four possible outcomes based on players’ strategies?

A

win-lose, lose-win, lose-lose, win-win

484
Q

What is the maximum individual payoff strategy in a cooperative scenario?

A

First player selects an uncooperative strategy while the second player cooperates

485
Q

True or False: The winner of the computer simulation strategy was complex and multifaceted.

A

False

486
Q

What strategy is most successful according to the simulation?

A

Cooperate on the first move and then do whatever the other player did on the previous move

487
Q

Reciprocity minimizes the risk of _______.

A

escalation

488
Q

According to Robert Putnam, what is fundamental to civilized life?

A

The norm of generalized reciprocity

489
Q

What happens when people understand that they will be better off by cooperating?

A

They are inclined to recognize the legitimacy of others’ interests

490
Q

What is a key motivation for working diligently on a job?

A

The end result that gets rewarded rather than individual efforts

491
Q

What principle does Andrew Zong’s ‘spin-off start mode’ illustrate?

A

Creating independent companies under a parent company to share risk and reward

492
Q

Organizations filled with ‘givers’ are more effective than those filled with _______.

A

takers

493
Q

What was the outcome of teams rewarded for highest performance as a whole?

A

Members worked together as givers

494
Q

What is essential for collaboration to occur?

A

Group goals and roles, shared identity, reciprocity, and promoting joint effort

495
Q

Why are face-to-face interactions vital for team cohesion?

A

They cultivate trust and collaboration

496
Q

True or False: Virtual trust is as reliable as in-person trust.

A

False

497
Q

What do durable relationships enhance in a collaborative environment?

A

The impact of today’s actions on tomorrow’s dealings

498
Q

What is the mantra of exemplary leaders regarding collaboration?

A

You can’t do it alone

499
Q

What does trust enable in a collaborative environment?

A

Sustaining long-lasting connections

500
Q

List three ways to foster collaboration.

A
  • Extend trust to others
  • Show concern for others’ problems and aspirations
  • Structure projects around common goals
501
Q

What should leaders do to enhance the durability of relationships?

A

Encourage face-to-face interactions

502
Q

Fill in the blank: Cooperative goals and roles contribute to a sense of _______.

A

collective purpose

503
Q

What is the primary commitment of exemplary leaders?

A

Strengthen Others

This involves enabling people to take ownership of their group’s success.

504
Q

What two essentials do leaders engage in to strengthen others?

A
  • Enhance self-determination
  • Develop competence and confidence
505
Q

How do leaders enhance self-determination?

A

By giving their power away

Leaders become more powerful when they empower others.

506
Q

What are some representative actions that make people feel powerless?

A
  • No one listened to my opinions
  • I had no input into important decisions
  • My decisions were not supported
  • Someone else took credit for my work
  • Information essential to my work was withheld
507
Q

What are some representative actions that make people feel powerful?

A
  • All important information was shared
  • I was able to exercise discretion
  • I made decisions about key aspects of the project
  • Management expressed confidence in my ability
508
Q

True or False: Feeling powerful comes from a sense of being in control of your life.

A

True

509
Q

What do exemplary leaders believe about people?

A

People are smart and capable of figuring things out

This belief supports the empowerment of team members.

510
Q

What is the effect of providing choices to employees?

A

Reduces powerlessness and stress

It enhances willingness to exercise capabilities.

511
Q

What happens to employee pride when leaders provide freedom and choice?

A

Pride increases dramatically

Nearly 80% feel proud when leaders frequently provide freedom.

512
Q

What is guided autonomy in leadership?

A

Setting standards while allowing people to make choices about their work

This fosters commitment and productivity.

513
Q

Fill in the blank: To feel in control of their work lives, people need to take _______.

A

nonroutine action

514
Q

What is the relationship between trust and latitude in decision-making?

A

Higher trust leads to greater latitude in decision-making

This fosters accountability and higher satisfaction.

515
Q

What is a key component for higher performance and initiative from employees?

A

Proactive job design that allows latitude

516
Q

What do leaders need to provide to help employees take initiative?

A

Choices and decisions on their own

This promotes independent action and problem-solving.

517
Q

How does giving employees autonomy affect organizational performance?

A

It enhances effectiveness and satisfaction

Increased discretion leads to better decision-making.

518
Q

What is the impact of the perception of choice on the brain?

A

Activates reward-related circuits

This makes people feel more at ease and willing to take risks.

519
Q

What can happen if people feel they have no choices at work?

A

They feel trapped and may stop moving forward

520
Q

What is the paradox of power in leadership?

A

You become more powerful when you give your power away

521
Q

What is the consequence of a leader not providing support in decision-making?

A

It can lead to underperformance and disengagement

522
Q

What is the relationship between trust and accountability in organizations?

A

Providing a greater degree of trust comes with a larger degree of accountability, resulting in higher levels of satisfaction and profitability.

Research indicates that increasing buyers’ discretion on procurement decisions increases their effectiveness.

523
Q

What is necessary for individuals and organizations to thrive in today’s global environment?

A

Support more individual discretion to meet the changing demands of stakeholders.

Increased discretion enhances the ability to use and expand one’s talents, training, and experience.

524
Q

True or False: People are more likely to take care of things they feel they own.

A

True.

When people feel they own something, they are more likely to maintain and protect it.

525
Q

What is psychological ownership?

A

A feeling of ownership that leads to greater commitment to organizations.

Research shows that individuals who feel psychological ownership are significantly more engaged.

526
Q

Fill in the blank: The more a leader develops his or her team, the ________ the team members and the better the results will be.

A

stronger.

527
Q

What is a critical element of collaborative efforts in organizations?

A

Individual accountability.

Everyone must do their part for a group to function effectively.

528
Q

What did Ana Aboitiz Delgado learn about fostering accountability?

A

You need to delegate authority and give others a chance to take responsibility.

Trusting others with responsibility shows belief in their capabilities.

529
Q

How does individual accountability affect team dynamics?

A

It enhances cooperation and motivation among team members.

Colleagues are more inclined to work together when they see personal responsibility.

530
Q

What is the connection between choice and accountability?

A

The more freedom of choice people have, the more personal responsibility they must accept.

This interconnectedness is crucial in virtually linked and global workplaces.

531
Q

What is the effect of giving people control over their work?

A

It enhances self-determination and accountability.

People need substantial control and resources to feel empowered.

532
Q

What is essential for people to feel empowered and confident in their roles?

A

Knowledge, skills, information, and resources.

Without these, individuals may feel overwhelmed and unable to perform.

533
Q

What is the ‘flow’ state in performance?

A

A state where high challenges are matched with high skills, leading to deep involvement and optimal performance.

Mihaly Csikszentmihalyi studied this relationship extensively.

534
Q

What must leaders do to create conditions for ‘flow’?

A

Continuously assess constituents’ capacity to perform in relation to challenges.

This requires attention to both willpower and skills.

535
Q

Why is training and development important when increasing discretion?

A

To ensure people know how to perform critical tasks and feel confident in exercising their judgment.

Research shows that companies that invest in training have higher returns on investment.

536
Q

What is the benefit of sharing information within organizations?

A

It helps individuals understand the rationale behind decisions and feel empowered.

Lack of information can make decisions seem arbitrary.

537
Q

What is the impact of poor training on employee retention?

A

40 percent of employees who receive poor training leave within the first year.

Lack of skills training is a significant factor in turnover.

538
Q

How should work be organized to build competence and ownership?

A

Assignments should be relevant to business concerns and provide variety and decision-making opportunities.

Engaging in task forces and committees can enhance ownership.

539
Q

What is the principle often lost in day-to-day work design?

A

People do their best when their work is essential to success.

540
Q

How can leaders build competence and promote ownership?

A

By involving team members in critical functions and decisions.

541
Q

What fundamental understanding must constituents have to act like owners?

A

How the organization operates and answers to key questions.

542
Q

Fill in the blank: A lack of _______ may stop people from performing tasks they know how to do.

A

confidence

543
Q

What is essential to promoting and sustaining consistent effort?

A

Having confidence and believing in one’s ability.

544
Q

True or False: Self-confidence is not a predictor of job performance.

A

False

545
Q

What effect does coaching have on employee engagement?

A

Employees are eight times more engaged when leaders are effective coaches.

546
Q

What did Penny Mayo realize about her responsibilities?

A

By not letting go, she wasn’t demonstrating trust in her team.

547
Q

What is the motto of Frances Hesselbein regarding leadership?

A

Ask, don’t tell.

548
Q

How do exemplary leaders strengthen others?

A

By extending power and responsibility and fostering accountability.

549
Q

What should leaders provide to help constituents understand organizational operations?

A

Necessary data and information.

550
Q

List the actions to enable others to act.

A
  • Take actions that empower people
  • Provide opportunities for choice
  • Structure jobs for judgment use
  • Balance skills with challenges
  • Demonstrate confidence in others
  • Ask questions instead of giving answers
551
Q

What psychological need do people have that influences their leadership potential?

A

The need for self-determination.

552
Q

What is the consequence of believing decision-making is an acquirable skill?

A

Managers set challenging goals and maintain productivity.

553
Q

Fill in the blank: Strengthening others involves making people capable of acting on their own _______.

A

initiative

554
Q

What was the impact of coaching on high-improvement learners in a study?

A

They were four times more likely to have coaching conversations.

555
Q

What did Abhijit Chitnis experience during his first client presentation?

A

His manager’s coaching boosted his confidence.

556
Q

What does the term ‘virtuous cycle’ refer to in leadership?

A

Extending power and responsibility as people respond successfully.

557
Q

True or False: Leaders should take control away from others.

A

False

558
Q

What effect does a lack of self-confidence have on people’s performance?

A

Feelings of helplessness and lowered aspirations.

559
Q

How does asking questions benefit leaders?

A

It indicates trust and shifts accountability.

560
Q

What is the role of coaching in leadership?

A

To provide constructive feedback and support development.

Sgt. Exam (9 decks)

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