CF04 - Full Range Leadership Development

Question 1

Intrinsic motivation

Answer 1

occurs when one experiences the positive feelings a task, activity, and the effort of doing their best generates within him or her. The rewards one receives are internal and personal like self-fulfillment (achievement), personal gratification (enjoyment) and happiness.

Question 2

Extrinsic motivation

Answer 2

drives people to do things in order to attain a specific outcome (external). These people are fueled by their desire to achieve (or avoid) some external result or reward for his or her behavior.

Question 3

Positive Reinforcement

Answer 3

involves favorable actions, results, or outcomes that a leader presents to a follower after the follower demonstrates a desired behavior.

Question 4

Negative Reinforcement

Answer 4

the removal of unpleasant, unfavorable actions or events the follower is currently experiencing that occurs after they have displayed a desirable behavior, or taking something away that the follower thinks is ‘bad’ in order to ‘reinforce’ a behavior.

Question 5

Positive punishment

Answer 5

occurs when the leader applies or presents an unfavorable action or result to a follower who has demonstrated an undesirable behavior…adding something to stop a behavior from occurring.

Question 6

Negative punishment

Answer 6

when a leader removes something valued by the follower after they have demonstrated an undesirable or unacceptable behavior…taking something away to stop a behavior from occurring.

Question 7

need for achievement

Answer 7

a desire where one accomplishes something difficult or masters particular objects, ideas, or tasks independently or with little help.

Question 8

need for affiliation

Answer 8

prefer to spend more time maintaining social relationships and wanting to be accepted and cared for.

Question 9

need for power

Answer 9

an individual’s desire to influence, coach, teach, or encourage others to achieve.

Question 10

Contemporary motivation

Answer 10

categorizes a member’s commitment to the organization into three levels. These levels are membership (lowest level), performance (moderate level), and involvement (highest level) of commitment.

Question 11

Membership Level

Answer 11

Individuals at the membership level only give the required time to the organization.

Question 12

Performance Level

Answer 12

Individuals at this level understand and appreciate the rewards and benefits of doing more than those at the membership level.

Question 13

Involvement Level

Answer 13

Individuals at this level are performing and are personally satisfied with their work and feel their personal needs and desires are being met.

Question 14

System Level Rewards

Answer 14

things the organization provides such as pay, training, annual leave, medical and dental benefits, etc., whether operating at the membership, performance, or involvement level of commitment, everyone get these rewards.

Question 15

Supervisory Rewards

Answer 15

Given to those who go beyond the standard, they include such things as praise, public recognition, time-off, bonus pay, promotions, special assignments, greater roles and responsibilities, etc.

Question 16

Personal Rewards

Answer 16

When we fully enjoy our work, we strive to exceed every standard and reward ourselves for a job well done.

Question 17

Laissez-Faire (“Non-leadership”)

Passive Leadership Style

Answer 17

• View the development of their subordinates as someone else’s problem
• Abandon or passes on their responsibilities to others
• Fail to respond urgently to critical situations
• Remain indifferent toward important issues
• Are hesitant to make decisions or deal with chronic problems

Question 18

Management by Exception-Passive (MBE-P)

Passive Leadership Style

Answer 18

• Elects to sit back and wait for things to go wrong before taking action
• Intervenes only if standards are not being met based on in-place control measures
• Will hold subordinates accountable if they fail to meet standards

Question 19

Management by Exception-Active (MBE-A)

Transactional Leadership Style

Answer 19

• Controls followers through forced compliance with rules, regulations, and expectations
• Is more concerned with identifying problems and correcting them than trends in performance
• Closely monitors performance for errors
• Focuses attention on errors or deviations from the standards
• Wants to know if and when problems occur

Question 20

Contingent Reward

Transactional Leadership Style

Answer 20

• Sets goals, clarifies roles, and explains expectations
• Uses extrinsic motivation to get followers to achieve goals. When the follower
fulfills the leader’s expectations, a reward is provided to reinforce the demonstrated
positive behavior. 11 10F
• Actively monitors progress and provides supportive feedback

Question 21

4 I’s of Transformational Leadership

Answer 21

1 Individualized Consideration
2 Intellectual Stimulation
3 Inspirational Motivation
4 Idealized Influence

Question 22

Individualized Consideration (Nurturing)

Answer 22

A transformational leader’s ultimate aim is to develop followers into leaders themselves.

Question 23

Intellectual Stimulation (Thinking)

Answer 23

this is the degree a leader values their subordinates’ rationality and intellect, seeking different perspectives and considering opposing points of view.

Question 24

Inspirational Motivation (Charming)

Answer 24

This leader behavior involves developing and articulating visions that paint an optimistic and enthusiastic picture of the future that is appealing and inspiring to followers.

Question 25

Idealized Influence (Influencing)

Answer 25

Transformational leaders are charismatic and act as positive role models that “walk the walk.” In other words, they hold themselves to the highest standards, personally and professionally.