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CPL 120 > Chapter 1 - Evolving > Flashcards

Chapter 1 - Evolving Flashcards

1
Q

What is the “vehicle” that individuals use to voice their opinions?

A

Social Media

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2
Q

Opinions about leadership can be a result of our…

A

reactions, feelings

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3
Q

Why do we study leadership?

A

evokes issues we deeply care about and engages our values, exercising leadership is a way of giving meaning

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4
Q

What are the four threats of the world?

A
  1. Nuclear/biological catastrophe (deliberate/accidental)
  2. worldwide epidemic
  3. tribalism/assimilation
  4. leadership of human institutions
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5
Q

Who has the power to leverage leadership to address complex problems?

A

Individuals and groups of people

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6
Q

What is leadership?

A

opinions, meaning, thinking, engaging, invoke feelings, complex and deeply personal

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7
Q

What are core components of leadership?

A

arrange and rearrange concepts in ways that are meaningful to your understanding of what a leader is and is not.

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8
Q

What are the four core assumptions?

A
  1. Research Paradigms
  2. Social Constructs
  3. Values
  4. Interdisciplinary
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9
Q

Paradigmatic Assumptions are…

A

…a basic lens (concepts, assumptions, values, and practices) for which a person view the world.

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10
Q

Paradigm

A

Is a set of beliefs and agreements shared about how to best understand and address problems.
Sets boundaries regarding what is/not valued, and what is appropriate

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11
Q

What are the four types of Paradigms

A
  1. Positism
  2. Constructivism
  3. Critical Theory
  4. Post Modernism
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12
Q

The world is complex, chaotic, ambiguous and fragmented. Questions the “truth”, objective, leadership is relative with a means to disrupt the status quo. Contradictory concepts merit examination.

A

Post Modernism

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13
Q

Built on experiences and perspective reality uncovered by interaction and interpretation. Leadership is dependent on individual experience and is relational.

A

Constructivism

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14
Q

Multiple constructed realities. Identification and transformation of socially unjust structures which questions values and assumptions. Power is central to leadership, but it can be abused to maintain social stratification and reflects the values and beliefs of the dominant group.

A

Critical Theory

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15
Q

Based on absolute truths confirmed or predicted through scientific observation, reasoning and measurement. It eliminates/reduces bias and provides prescriptive answers.

A

Positism

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16
Q

If something is socially constructed it means that it doesn’t exist…

A

naturally.

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17
Q

Something is identified, named, and understood based on social interactions and represents beliefs which function as framers of reality (which can be difficult to change).

A

Social Construct

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18
Q

Social constructs are based on

A

time, context, culture, and the varying reactions to and interpretations of leadership.

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19
Q

How is leadership socially constructed?

A

Represents the value norms that a particular group of people endorse, whether good or bad and deemed which values are acknowledged/made important.

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20
Q

Interdisciplinary is

A

integrative and synergistic

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21
Q

Theory

A

strings abstract propositions and hypothesis to attempt to make meaning or explain complex phenomena and allows us to make sense of infinite information to process.

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22
Q

What are the two types of theories?

A

Formal Theory and Informal Theory

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23
Q

Also referred to as scientific or academic. Can be empirically studied to generate relationships among concepts to created a greater whole.

A

Formal Theory

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24
Q

Represents individual subconscious thinking about the way the world/phenomena operates. Untested ideas that are developed through personal experiences/observations and undergoes continuous process of vetting and renegotiation. Delimited by assumptions.

A

Informal Theory

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25
Q

Models help demonstrate relationships among…

A

ideas and descriptive representation (visual)

26
Q

Are models considered theories?

A

No

27
Q

Abstract representation of ideas that are conceptual/philisophical that may not be empirically validated.

A

Frameworks

28
Q

Foundation for leadership theory. It is approached by a function of ones formal /informal theoretical understanding (how one sees and understands) the construct (theory). It influences assumptions and values to develop self image and ability to practice leadership.

A

Leadership Development

29
Q

What is Leadership Development?

A

Expansion of a persons capacity to be effective in leadership roles and processes. Enhancing the capacity of teams and organizations to engage successfully in leadership roles.

30
Q

What is human capital?

A

Focus on individual development that is beneficial based on ones skills, knowledge and abilities

31
Q

Four parts of Leaders and Leadership Development

A

Capacity, Enactment, Efficacy and Motivation

32
Q

Individual differences construct that affects a leader decision to attend leadership training, roles and responsibilities which affect effort and persistence as a leader.

A

Leadership Motivation

33
Q

What are the three forms of leadership motivation?

A

Affective Identity, Noncalculative and Social Normative

34
Q

Affective Identity Motivation

A

People enjoy leading. It’s tied to a sense of self identity

35
Q

Noncalculative Motivation

A

lack of fully examining cost and benefits with leading. It could be naiivity, unimportant or motivational)

36
Q

Social Normative Motivation

A

Reflects sense of duty or obligation, increased motivation to learn and eventually apply leadership concepts

37
Q

Helps explain why there are significant gaps between Leadership Capacity and Leadership Enactment. Individuals and groups internal beliefs about likelihood of success with a task. This is a critical determinant if something will be enacted.

A

Leadership Efficacy

38
Q

Overall sense of self worth and personal value

A

Self-Esteem

39
Q

Outward projection of beliefs which may, or may not align with internal beliefs

A

Confidence

40
Q

This is tied to internal beliefs about serving in formal roles

A

Leader Efficacy

41
Q

Addresses beliefs associated with group processes

A

Leadership Efficacy

42
Q

Structure to distinguish theories

A

Core Considerations

43
Q

What is considered a myth about leadership?

A

That it is hereditary and people are born leaders, not made.

44
Q

Accepts varied perspectives, values and beliefs of others

A

Empathy

45
Q

Demonstrates the ability to be accountable for outcomes of professional and personal actions

A

Responsibility

46
Q

Works to develop positive relationships with others in a variety of venues

A

Communication

47
Q

Seeks opportunities to develop personally and professionally

A

Lifelong Learning

48
Q

Maintains professional work ethic and good judgement in clinical or other settings.

A

Professionalism

49
Q

attentive to growth, change and adaptation

A

leadership

50
Q

bound to authority, focused on efficacy, maintain status quo, tactics for goal accomplishment

A

management

51
Q

right to direct others in a specified outcome, often tied to management roles

A

authority

52
Q

ability to shape others behavior

A

power

53
Q

weaker/less reliable than power

A

influence

54
Q

What are the types of power?

A

referent, expert, legitimate, coercive, reward, information

55
Q

derived from admiration/identification and desire for acceptance and affiliatiliation

A

referent

56
Q

derived from perception of specialized/superior knowledge

A

expert

57
Q

derived from perception of authority/right to make a request and an obligation to comply

A

legitimate

58
Q

derived from ability to punish/threats of punshment

A

coercive

59
Q

derived from ability to provide desirable form of compensation

A

reward

60
Q

broad look at theory, difficult to specify

A

macro

61
Q

the knowledge from being there

A

information

CPL 120 (5 decks)

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