Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

IFSTA > Chap 2 > Flashcards

Chap 2 Flashcards

1
Q

Theory X

A

Lazy workers

Need supervision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Two dimensional leadership style

A

1940’s Ohio and Michigan state. Participating, delegating, telling, selling. People vs task. Job centered or employee centered.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

3 Basic leadership styles

A

Autocratic-giving orders, no input allowed
Democratic-Employees involved in decision making
Laissez-faire-Employees make decisions, no supervision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Definition of Leading

A

Act of Controlling, Directing, conducting, guiding, administrating. Through use of personal behavior traits or characteristics that motivate employees to successfully complete organizational goals.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Definition of Managing

A

Act of controlling, monitoring or directing a project, program, situation or organization through the use of persuasion, authority or discipline.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Definition of Supervising.

A

Act of directing, overseeing or controlling the activities and behaviors of employees assigned to a supervisor.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

When is leadership most critical

A

Emergency situations where personal risks are high, hazardous conditions change rapidly, accountability is assured and goals and operational goals are met.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Other names leadership has been called

A 
Trait
Behavior
Skill
Talent
Characteristic
Art
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Contingency Leadership Theory

A

No single best leadership style. Situation matches leadership style. Success failure based on

  • How good relationship between leader/subordinate
  • Task structured or unstructured.
  • labor working from position of power.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

4 Contemporary leadership styles

A

Charismatic-Strong personality, inspired followers, enthusiastic vision.
Transformational-Depends on continuous learning, innovation and change w/in organization.
Transactional-Leaders reward followers for performing tasks.
Symbolic-Strong organizational culture holds common values and beliefs. Employees have faith and trust in leaders who are viewed as infallible. Leaders never questioned.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Theory X

A

Dr McGregor Human side of enterprise

Workers lazy, do not like work, avoid work, must be coerced and threatened with punishment, closely supervised.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Theory Y

A

Dr Gregor Human side of enterprise
Think work is natural, will use self direction, self control, associates personal goals with organizational goals. Accepts and seeks responsibility. Workers will excel, only part of intelligence used.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

During 1900’s how many studies done to pinpoint leadership traits and what did they find?

A

300, no trait consistent

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Name several leadership traits

A 
Supervisory skills-planning, organizing, directing, ctrl'ing
Decisiveness
intelligence
Self assurance
initiative
Desire for professional success
integrity
Personal security
Sense of priority
Vision
Industriousness
Interpersonal skills
Empowerment
innovation and creativity
Consistency
Preparedness
Living in the future
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Theory Z

A

Involved workers work without supervision. Workers stay with company for life. Close relationship between work and social life. workers goal to produce economic success nurtures togetherness. Participative decision making.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Weakness of theory Z

A

leadership is resistant to change
fails if workers do not exhibit total unity and commitment to the organization
Predecessor to situational leadership
Must alter the situation to meet the sale

17
Q

TQM what is it, who started it

A

Total quality management-strong leadership and employee focused.
Dr Edwards Deming
Post WWII helped rebuild Japans economy

18
Q

Situational leadership

A

Developed to overcome shortfalls with other theories. Based on finding right type of leadership style for the right situation.

19
Q

Leadership-Continuum Theory

Weaknesses

Uses 4 ways to communicate with subordinates

A

1973 by R Tannnebaum and W.H. Schmidt. used to determine which leadership style to apply to a situation. Does not use Laissez-faire style
Weaknesses:
Requires leader to be good judge of people and situations
Assumes leader has all needed info
Assumes no external politics or social forces
Oversimplifies a complex situation, makes it 2 dimensional.
Tell-autocratic
Sell-refined autocratic
Consult-Share

20
Q

Path-Goal Theory

A

1971, Robert House. Based on employees perception of the units goals and objectives. Composed of situational factors.
Then uses one of four leadership styles
Directive-give guidance
Supportive-Concern for subordinates
Participative-asks for suggestions
Achievement-oriented. High goals and high performance.

21
Q

Results-based Leadership Theory

A

Dave Ulrich, Jack Zenger, Norm Smallwood.
Leadership should not be judged on personal traits alone but by the results of those traits have on the organization. Effective leadership is the result of personal attributes multiplied by the results.
Balancing demands of all involved
Connects results to strategy of organ.
how results conform to long and short term goals
How well do results support organization not leaders personal gain.

22
Q

Principle-Centered Leadership

A 
Stephen Covey(past two decades) Based on basic values or principles to lead an organization. Core ethical values. Focuses on value driven leadership living ones own life VS enduring a reactive life.
Integrity
Excellence
Respect for the individual
Harmony
Loyalty
Faith
Honesty
Courage
23
Q

Leadership levels

A

Jim Collins 1990’s “Good to Great” hierarchy of leadership based on traits of leaders
I-Highly capable, talent, knowledgeable, good work habits
II-Contributing team member. works well with others, contributes
III-Competent Manager-people organizer towards goals
IV-Effective leader- Catalyzes commitment, stimulates high performance
V-LEader Builds enduring greatness through personal humility and willpower

24
Q

Level V leaders have what?

A

Ambition for organization
Successor building
Modesty, humility
Organizational succes driven, regardless of amy of effort
Success attributed to others, failures take responsibility

Value driven. Strong personal character and humility, Focused on a vision or goal.

Long term lasting superb results. But requires great deal of time and no personal credit to leader.

25
Q

What distinguishes model from Theory

A

Model proven through application

Theories contain only hypothesis, need to be proven

26
Q

Basic Leadership model, what makes a good leader

A

Balance, approach from a centered point of view. Include subordinates in decisions, minimum supervision. Fosters trust and respect. Lead by example.

27
Q

Situational leadership model

A 
1970's.  Based on two dimensional 
Paul Hersey and Ken Blanchard extension of Ohio state.
WILLINGNESS AND ABILITY-two key factors
Use 1 of 4 types of leadership styles
Telling-autocratic
Selling-refined autocratic
Participating-input from members
Delegating-use limits but allow members to decide
28
Q

Maturity defined as

A

Competence, commitment, technical ability and willingness of subs to do the task.

29
Q

Social-Change model

A

1990’s but higher education community
Value based model of leadership that places service at the core for social change. Make changes for the betterment of others through leadership.
Promote in the individual self knowledge of interests, talents, and values.
Increase leadership competence in order to cause positive cultural change within an organization or community

30
Q

7 values of Social change model

A

Individual-critical values
1. Consciousness of self and others:(values, emotions, attitudes)
2. Congruence: Consistency of thoughts, feelings and actions toward others
3. Commitment:
Group-critical values
4. Common purpose
5.Collaberation
6.Controversity with civility
Community/Society-critical values
7.Citizenship-individual rights and responsibility to community

31
Q

Alpha leadership Model

A

2002 Robert Deering(continuation of Contemporary leadership styles) Involves followers in process of accomplishing goals. Leader, follower, system, goal.
Alpha leaders characterized as persons generate loyalty through relationships.
Must anticipate trends and patterns
Align establish strong relationships to create conditions for success.
Act-(80/20 rule, Paretos principle) 80% of effort towards 20% of the important tasks. Proactive, listen to feedback, open to new ideas.

32
Q

Ways to develop leadership skills

A 
create a list of accepted traits
Anonymous 360 survey
Professionally administered personality profiles (Myers Briggs, Acumen survey)
  Take courses
  Seminars/workshops
  Literature/readings
  Councilors/Mentors
33
Q

360 evaluation

A

Anonymous
Open ended questions
Professionally done

34
Q

5 most basic traits of leaders

A
  1. Sees opportunities others do not
  2. Identifies challenges early
  3. Communicates effectively
  4. Plans for success
  5. Builds trust with others
35
Q

Difference between Leader and a manager

A 
Sara White
Innovate/administer
how and when/ why and what
systems/people
done right/right things done
control/trust
status quo/challenge status quo

Challenge the system, inspire a shared vision, enable others to act, model the way, encourage the hear(share glory, keep pain), Establishes priorities

36
Q

Power types

5 types

A

Possession of control, authority or influence over others.
effective
In effective

John French, Bertram Raven
REWARD-based on ones perception of another ability to grant reward. Can use it to motivate
COERCIVE-Based on perceptions of being able to punish.
IDENTIFICATION-Power based on desire to identify with another. Celebrities have this. Also referent or personal(based on relationship with someone who does have power)
EXPERT-Knowledge is power. Also information control
LEGITIMATE-based on rank. If truly earned has more worth. Shared values, acceptance of social structure, sanctioned.

37
Q

Command Presence

A

Complex ability to asses situation, determine need for action and needed intervention and initiate action.

38
Q

6 personality traits for command presence

A
  1. Self confidence
  2. Trustworthiness
  3. Consitency
  4. Responsibility
  5. Acceptance(limitations cannot be over come)
  6. Expertise
  7. Know situation
  8. Know Resources
  9. Know strategy/tactics
  10. Listen to all points of view
  11. Make decision
  12. Take responsibility
  13. Implement decision
  14. Evaluate decision
39
Q

Robert Hamm on leadership

A

1967 Leadership in the Fire service “The successful Leader today”.

  1. Speech, helpful not condescending
  2. Courtesy
  3. Friendly
  4. Loyalty based on actions
  5. Dependability
  6. Tactfulness
  7. Enthusiastic
  8. Understanding

IFSTA (2 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions