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Effective Supervisory Practices 5th Edition > Chapter 2 Supervisory Leadership > Flashcards

Chapter 2 Supervisory Leadership Flashcards

1
Q

_____ is a constant area of research, discussion, scrutiny, and attention. (Page 18)

A

Leadership

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2
Q

Many of today’s supervisors begin their careers in organizations where power and authority flowed from _____ (page 18)

A

Position

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3
Q

Organizational Theorist _______ stated, “those in position of authority are not the source of authority.” At a practical level, this means that power of position is not required to exert influence in the organization. Leaders emerge at all levels of the organization. (page 18)

A

Peter Senge

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4
Q

The real source of authority is the _______ by which the organization lives. (Page 19).

A

legitimacy of the guiding principles

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5
Q

Supervisors and other emerging leaders cannot lead effectively without a deep understanding of the _____ of the organization. (Page 19).

A

Mission

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6
Q

In local government, _______ flows from the principle of public service. (Page 19)

A

genuine authority

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7
Q

Leadership expert _______ has observed that “people want to apart of something that makes a difference, that transcends the ordinary: they want a star to steer by.” (Page 19)

A

Frances Hesselbein

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8
Q

It is essential for leaders to ____ and ____ for a vision that inspires the efforts of those they lead.

A

Communicate and Advocate

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9
Q

____ in his book “Leading People” defines new leadership this was: First off, it is not a status….. Leaders inspire rather that intimidate, motivate rather than monitor, mobilize rather than manage. An these activities don’t require the totems of rank and position. (Page 9)

A

Robert Rosen

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10
Q

Rather than status, leadership is an ______ it does something. (Page 9)

A

Activity

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11
Q

_____ enables a group of people to pursue a shared vision and create extraordinary results. From a practical perspective. (Page 9)

A

Leadership

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12
Q

Leadership is a partnership that requires _______ and _____ from those who choose to follow the leader.
(Page 9)

A

Shared Commitment and Consent

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13
Q

_____ comes through the development of respect, trust, and commitment. It occurs in the context of formal and informal relationships in all types and sizes of organizations.

A

Consent

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14
Q

Situational leadership, as originally developed by _____, suggest that there is no best style for leadership, and that successful leaders adapt their style to the situation at hand. (Page 20)

A

Ken Blanchard

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15
Q

While it is important to focus on ____ and ____ when dealing with your employees, it is equally important to recognize and build on your employees’ strengths to help them thrive and succeed.

A

consistency and equity

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16
Q

As a supervisor, you have three primary sources of influence. What are they?

A
  1. Role
  2. Reputation
  3. Behavior
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17
Q

Leaders who use _____ to intimidate their employees rarely achieve the high levels of productivity.

A

Power

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18
Q

In his monograph Good to Great and the Social Sectors, _____ talks about maximizing his performance by matching people skills, and organizational needs.

A

Jim Collins

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19
Q

______ may reduce or limit flexibly and where performance issues may have been neglected for years

A

Civil Service Requirements

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20
Q

According to Jim Collins, getting the wrong people off the bus requires _______? (Page 21)

A
  1. Constructive Feedback
  2. Coaching
  3. Documenting issues and conversation
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21
Q

Regardless of role and reputation,_______ with your employees will have a powerful effect on their view of you. (Page 22)

A

Direct Interaction

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22
Q

While a position gives you the authority to get the job done, your _____ earns the respect of your colleagues. (Page 22)

A

Behavior

23
Q

The key to influential leadership is in your ______ as a leader. (Page 22)

A

Behavior

24
Q

Many studies have shown that _____is a better predictor of effective leadership than _____. (Page 22)

A

Behavior/ Personal Traits

25
Q

Making sure the wok group(s) have reliable information to achieve it’s goals, treating subordinates as equals, allowing, encouraging and seeking employee input, giving employees control over their own work and frequently giving credit for a job well done are all ______ (Page 22)

A

Predictors of leadership success.

26
Q

When leadership is defined as behaviors rather than _____, it becomes clear that you can learn to do what it takes to become a successful leader. (Page 22)

A

Traits

27
Q

Effective leadership training begins on the ______ end of your supervisory role and should continue over the coarse of your career. (Page 22)

A

Front

28
Q

What is a critical first step in leadership development? (Page 22)

A

Knowing yourself and how to respond to situations and behaving.

29
Q

What are the five practices of exemplary leadership. What are they? (Page 23)

A
  1. Model- the way
  2. Inspire- a shared vision
  3. Challenge-the process
  4. Enable-others to act
  5. Encourage
30
Q
  1. Clarifying Values- by finding your voice and affirming shared ideas.
  2. Set The Example- by aligning actions with shared values.
    Fall under which of the five practices of exemplary leadership? (Page 23)
A

Modeling the way

31
Q
  1. Recognize contributions by showing appreciation for individual excellence.
  2. Celebrate the values and victories by creating a spirit of community.
    Fall under which of the five practices of exemplary leadership? (Page 23)
A

Encouraging the heart

32
Q
  1. Search for opportunities by seizing the initiative and by looking outward for innovative ways to improve/
    2.Experiment and take risk by constantly generating small wins and learning from experience.
    Fall under which of the five practices of exemplary leadership? (Page 23)
A

Challenging the process

33
Q
  1. Envision the future by imagining exciting and ennobling possibilities.
  2. Enlist others in a common vision by appealing to shared aspirations.
    Fall under which of the five practices of exemplary leadership? (Page 23)
A

Inspire a shared vision

34
Q
  1. Foster collaboration by building trust and facilitating relationships.
  2. Strength others by increasing self-determination and developing competence.
    Fall under which of the five practices of exemplary leadership? (Page 23)
A

Enable others to act.

35
Q

Having the _____ is vital to your effectiveness and credibility as a leader. (Page 24)

A

courage of your convictions

36
Q

As a _______ you are a steward of the public trust and public funds. (Page 24)

A

Local Government Leader

37
Q

How do you set the stage for your employees to grow and develop? (Page 24)

A

By modeling the behavior of a learner.

38
Q

Some supervisory work requires less emphasis on leadership and more emphasis on ______ and _____. (Page 25)

A

management and administration.

39
Q

Taking on these four leadership challenges help the organization achieve it’s goals and will be personally and professionally rewarding. These are also parts of being a leader. (Page 25)

A
  1. Establishing relationships
  2. Building trust
  3. Coaching
  4. Empowering employees to succeed
40
Q

If you wish to exert positive influence in larger circles within your organization, what should you do?

A

Consider seeking projects that will test your leadership

41
Q

What are some volunteer organization outside of your employment that may help you better develop as a leader as these organizations are always looking for effective leaders? (Page 25)

A
  1. Local Chamber of Commerce
  2. Schools
  3. Religious Groups
  4. Local Chapter of your professional association
  5. All types of volunteer organization
42
Q

Their are two things that are critical when leading others, what are they? (Page 25)

A
  1. Knowing who you are

2. Being aware of your strengths and areas needing development

43
Q

In order to increase self-awareness about yourself as a leader can simply be done by gathering information from other about your leadership such as: _____, _____, and _____. “Ask them what is your most effective and least effective behaviors?” (Page 25)

A

superiors, colleagues, and employees.

44
Q

Your leadership influence and success are directly related to two factors. What are they? (Page 26)

A
  1. How your colleagues and subordinates perceive your leadership behavior.
  2. How your leadership behavior directly affects them.
45
Q

Being _____ is an important step in improving your ability to influence members of your team. (Page 26)

A

self-aware

46
Q

Leadership self-care has three dimensions. What are they?(Page 26)

A
  1. Physical
  2. intellectual
  3. emotional
47
Q

Maintaining your physical well-being and managing your stress are important to____________

A

leadership effectiveness

48
Q

Staying current with emerging trends in your field, pursuing opportunities to gain new knowledge, being up to date on current events that affect your customers or the service you deliver, and being recognized as a technical expert and organizational resources are all ___________.

A

indicators of intellectual fitness.

49
Q

______ described the four part model for emotional intelligence. (Page 28)

A

Daniel Goleman

50
Q

_______ is the ability to read your emotions, know your strengths and limitation, and recognize how your moods affect others. (Page 28)

A

Self-awareness

51
Q

______ is the ability to control your own emotions and act with honesty and integrity in reliable and adaptable ways.(Page 28)

A

Self-management

52
Q

_______ is the ability to sense other people’s emotions and show you care by changing your words and actions when their impact on others is negative.(Page 28)

A

Social Awareness

53
Q

_______ is the ability to communicate clearly and convincingly, disarm conflicts, and build strong personal bonds, often with humor and kindness. (Page 28)

A

Relationship management

Effective Supervisory Practices 5th Edition (16 decks)

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