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Emotional Intelligence > Chapter 3 Leadership Styles > Flashcards

Chapter 3 Leadership Styles Flashcards

1
Q

What are the 6 distinct emotional leaderships, visionary, coaching , democratic, pacesetting, commanding and _____

A

Affiliative

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2
Q

A ______sees potential where others do not. _____is for dreamers and doers alike, and it’s inspired by the creative imagination. _____set a grand course before them and use their powerful self confidence and & eye for change to bring others along with them on a magnificent journey
Pg 43

A

Visionary leader

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3
Q

Visionary leaders do three things particularly well , they listen, they care passionately about their culture and ____
Pg43

A

They anticipate change and are well prepared

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4
Q

The author defines drive as it’s the fundamental result when ambition meets enthusiasm meets ___
Pg 44

A

Belief

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5
Q

Pierre omidyar , the founder of eBay was born with the gift of inspirational leadership guided by
Pg 44

A

Clarity

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6
Q

The author says What is a huge element of emotional intelligence _____
Pg 44

A

Persuasion, in its purest and noblest form

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7
Q

According to an article in Harvard Business Review , people will only take ownership of strategic change if they are consistently persuaded by its value. When those qualities tie back to _____ you have a winning combination
Pg 45

A

Business objectives

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8
Q

Visionary leadership is not just important for senior managers, it also matters for middle and lower managers who play a key role in carrying out strategic changes. Their ability to inspire their own teams and create strategic alignment- a shared understanding of & commitment to the company’s strategy- within them is a core element in successful ____
Pg 45

A

strategy execution

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9
Q

_____ is an inspiration launching point for leaders aiming to bring their skills , experiences and passions to the masses
Pg 45

A

Lynda Weinman

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10
Q

The _____ knows that the organizations goals can be achieved when there is symmetry with the individuals goals. This relationship is best when it works in a reciprocal manner
Pg 46

A

Coaching leader

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11
Q

_____ help employees see the greatness inside themselves. They provide unique perspective and insight by partnering with their employees to determine how they can get from where they are to where they want to be
Pg 46

A

Coaching leaders

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12
Q

Coaching leaders are ____.
Pg 46

A

Servant leaders

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13
Q

However, one constant remains: we have always have control over two things ____ and _____
Pg 47

A

Our attitude and our effort

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14
Q

A broader point here about coaching leaders and every great leader for that matter is time they spend ___ in their employees
Pg 47

A

Investing

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15
Q

Affiliative leadership begins with harmony. An affiliative leader bridges communication gaps, enables managers and employees through empathy and empowerment , and ____
Pg 48

A

Steps in to mediate when necessary

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16
Q

So many workplaces today are __ and workplace culture can suffer. An affiliative leader bridges communications gaps , enables managers and employees through empathy and empowerment and steps in to mediate when necessary
Pg 48

A

Siloed

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17
Q

It can be difficult for affiliative leaders to remove their emotional investment from situations that require them to judge impartially. They’re such caring , encouraging, and upbeat people by nature that it can be hard to be the “____” even when it’s necessary

A

Bad guy

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18
Q

Take this, as observed by the Greater Good Science Center at University of California, Berkeley: A recent article published in The Journal of Positive Psychology by Darl Van Tongeran sought to examine this relationship ( how kindness and happiness help us find purpose) 400 participants were asked to report on how frequently they engage in different altruistic behaviors (such as volunteering) and now meaningful their life feels , participates who were more altruistic reported _____
Pg50

A

A greater sense of purpose and meaning in their lives

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19
Q

Every _____[ will tell you that the secret to their leadership success is building powerful, personalized relationships that translate to collaborative teams.
Pg 53

A

Democratic leader

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20
Q

Democratic leaders aren’t at all inferior to those who are more visionary, quite the opposite. In fact democratic leaders would probably agree with the famous line from the poem ___by Richard Kipling: for the strength of the pack is the wolf and the strength of the wolf is the pack
Pg 53

A

The law of the jungle

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21
Q

Satya nadella said, in the long run, EQ trumps ____. Without being a source of energy for others, very little can be accomplished
Pg 50

A

IQ

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22
Q

What were the hallmark examples of poor leadership given by the author—
Pg51

A
  1. Lack of accountability
  2. I before we- taking credit for something wasnt his/her idea
  3. Negative attitude and operating from a position of fear
  4. Overbearing and exerting far too much control in situations where it’s unnecessary
  5. Closed to feedback
    6 no investment in employees
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23
Q

What were the two examples of poor leadership given by the author _____
Pg51/52

A

Micheal brown former administrator of the federal emergency management ((fema) “ Katrina” lack of adaptability, social skill and awareness .

Kay Whitemore of Eastman Kodak who didn’t evolve in the early 1900/ as photography became more digital. Had 10k employees laid off. Inability to see and adapt to change.

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24
Q

_____ leaders perpetually operate in a reciprocal relationship; they inspire and make the people around them better, and they’re inspired and made better by the people around them.
Pg53

A

Democratic leaders

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25
Q

Being open minded and willing to hear what employees have to say opens up new possibilities for ideas, collaboration , and buy ins and that leads to new___
Pg 53

A

New opportunities

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26
Q

The author stated an exemplary model of democratic leadership is the incredibly successful CEO of Stitch Fix, _____.
Pg53

A

Katrina lake

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27
Q

The stitch Fitch missions: is to change the way people find. clothes they love by combining technology with the personal touch of ___.
Ph 53

A

Seasoned styled experts

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28
Q

A potential downside of democratic leadership is having too many people involved in the decision making process, thus leading to ___.
Pg 54

A

Delays

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29
Q

Dr Guy Itzchakob and Abraham Kluger write in the Harvard Business Stevie’s :”listening resembles a ___. It requires training , persistence, effort and most importantly the intention to become a good listener.
Pg55

A

Muscle

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30
Q

Listen with deep presence and attention. There is remarkable power in listening with intent and concern to what someone else has to say. They appreciate you more and you process valuable information more clearly. As Dr. Stephen covey once said ____
Pg55

A

It’s a win -win

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31
Q

Pacesetting leaders plan an up tempo game at all times and expect their employees to rise to the standard of performance and level of competition. The danger to the organization is__
Pg55

A

When they become too competitive and the organization operates in overdrive for an extended period of time

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32
Q

Great pacesetting leadership is exemplified by leaders who set the standard very high and lead:
Pg 55

A

Both through words and by example to lift

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33
Q

Who did the author state was a high achieving pacesetting leader____. She put in extraordinarily long hours and worked to the point of exhaustion
Pg 55

A

Sara Blakely

34
Q

Pacesetting leaders excel when they’re paired with high performing teams comprised of talented individuals who don’t mind the challenge of working in ____
Pg56

A

High pressure environment

35
Q

A stellar example of a pacesetter leader is ____, who said Running a business involves long hours and hard decisions; if you don’t face the passion to keep you going, your business will more than likely fail.
Pg 56

A

Richard Brandon

36
Q

When asked to think of a traditional leader, people often think of commanding leaders. These leaders have ambitious goals and are competitive, driven and assertive
Pg 57

A

Commanding leaders

37
Q

For commanding leaders, emotional intelligence Is beneficial in under the ___ of a situation
Pg 57

A

Nuance

38
Q

Self-awareness is paramount here to avoid lingering too long in the _______
Pg57

A

Commanding style

39
Q

One effective way to balance the commanding style with an emotionally intelligent approach is for leaders
Pg57

A

to explain themselves in an empathetic way to individuals, perhaps after addressing a group as a whole

40
Q

There’s simply no denying that commanding leadership can be effective when executed in an authentic, self- aware way. For example, a military units in a reconnaissance mission where lives are at stake.
Pg58

A
41
Q

In a top down environment like the military, commanding leadership is respected and valued. Clear direction and ___ in approach help provide clarity and at their best, can remove any doubts or concerns about the mission
Pg58

A

Certitude

42
Q

A command leadership style is meant for unique situations likes crises and emergencies. The problem with a commandeering leader is that eventually people will learn to ___ and not respect the person .
Pg58

A

Fear

43
Q

The commanding style is best suited for situations in which a leader is thrust into a extremely difficult set of circumstances. Leaders who place high demands on the people they lead, and even raise their voice or challenge them publicly to meet metrics of performance, are best served by having already built a relationship on ___pg 58

A

Common values

44
Q

When we feel a commanding style is needed , we must make sure to understand the ramifications that can come from it. We risk alienating people, especially those in our inner circle. We risk attrition - watching our best ppl leave. The benefits involve getting people to mobilize quickly, and with expedited action, but this leadership nature works best when combined with a keen self awareness and ____ approach of empathy. Pg 59
Pg 58/59

A

Mindful

45
Q

You can be both commanding and empathetic. A great model of this balance is one of the most revered American military figures in modern history ____, who said “leaders must embed their own sense of purpose into the heart and soul of every follower. The purpose starts from the leader at the top and through infectious , dynamic, passionate leadership , it is driven down through the organization.
Pg59

A

General Colin Powell

46
Q

_____ leaders must be mindful of long term repercussions to the organization; it is here, especially, where a high degree of self awareness is required to be effective pg 59

A

Commanding leaders

47
Q

What are the 5 pillers of EQ_____

A

Self management
Motivation
Empathy
Social skill
Self Awarness

48
Q

__________ leaders perpetually operate in a reciprocal relationship: they inspire and make people around them better, and they’re inspired and made better by the people around them.

A

Democratic leader

49
Q

What is a potential downside to democratic leadership?
Pg 54

A

having too many people involved in the decision making-process, thus leading to delays

50
Q

In sports, just like in life, there are always new nuggets of wisdom, bolt technological breakthroughs, and advances in thought leadership. However, one constant remains: We will always have control over what two things? Pg 46-47

A

Attitude and effort

51
Q

What type of leader is often thought of as a traditional leader?pg57

A

Commanding

52
Q

A commanding leadership style is meant for unique situations like crisis and emergencies. What is the problem that the author discusses with this type of leader?pg 58

A

eventually people fear the leader and not respect them

53
Q

An __________ leader builds relationship capital and manages conflict as it arises within a team. These leaders place a high value on the emotional wants and needs of the people they serve.

A

Affiliative

54
Q

__________ leaders have ambitious goals and are competitive, driven, and assertive. Pg 57

A

Commanding

55
Q

Democratic leaders are self-aware enough to recognize that their brand is simply the outward representation of their culture. To have a great external appearance:
Pg54

A

you need to empower the people on the inside to contribute, have a voice; and add value each day
while knowing they’re valued.

56
Q

A command leadership style is sometimes needed. This leadership style works best when combine with keen self awareness and:
Pg58-59

A

Mindful approach of empathy

57
Q

The best way to thwart regressive behavior is with a fully self-aware mind-set toward addition and subtraction. Connors calls it offense and defense. Which of the following represents “playing defense?”
Pg79

A

Eliminating tasks and activities that either add no value or take them down a notch.

58
Q

Leaders that place a high value on emotional wants and needs of people they serve are ___
Pg48

A

Affiliative leaders

59
Q

____ place a high value on the emotional wants and needs of ppl they serve. Just as they are clear on their own emotional needs and wants they give that gift to those they serve . Pg 48

A

Affiliative leaders

60
Q

____ Are cognizant of what they can give and build stronger , healthier teams
Pg 49

A

Affiliative leaders

61
Q

An exemplary model of democratic leadership is the incredibly successful ceo of stitch fix____pg53

A

Katrina lake

62
Q

What is at the heart of a truly emotionally intelligent leader?

A

Great listening

63
Q

Every great _____leader will tell you that the secret to their leadership success is building powerful, personalized relationships that translate to collaborative teams.pg 53

A

Democratic leader

64
Q

It is clear to their followers that pacesetting leaders have what three qualities?pg55

A

ambition, drive, and a tremendous will to succeed

65
Q

Dr. Guy Itzchakov and Avraham Kluger say that “listening resembles a muscle. It requires training, persistence, effort, and most importantly the intention to become a good listener. It requires clearing your mind from internal and external noise - and if this isn’t possible: pg 48

A

postponing a conversation for when you can truly listen without being distracted.”

66
Q

——-, The found of EBay. He had a vision for success, in his own words, he desired to “expand opportunity to as many people as possible So they can reach their potential pg 44

A

Pierre omidyar

67
Q

Connors gives us hallmark examples of poor leadership. They are: lack of accountability; “I before “we”; Negative attitude and operating from a place of fear; Overbearing and exerting too much control in situations where it’s unnecessary; Closed to feedback; Cynical mind-set focused only on bottom-line results; and No investment in employees’ personal and professional development. What we see in these examples is a lack of: pg 51 and 52

A

A. adaptability.
B. social skill.
C. self-awareness.

68
Q

____ thrive on competition, both with themselves and also with internal and external sources. Pg 55

A

Pacesetting

69
Q

Great _____ leadership is exemplified by leaders who set the standard very high and lead both through words and by example to lift other members of the organization to their level. Pg 55

A

Pacesetting leadership

70
Q

Pacesetting leaders excel when they’re paired with high-performing teams comprised of talented individuals who ______. Pg 56

A

Don’t mind the challenge of working in high-pressure environments

71
Q

Whos is known for the quote “My number one rule in business, and in life is to enjoy what you do. Running a business involves long hours and hard decisions; if you don’t have the passion to keep you going, your business will more than likely fail” pg 56

A

Richard Branson

72
Q

While it’s important to push hard for results , leaders must exercise self-control to avoid pushing people too far ____. Pg 57

A

Over the edge

73
Q

______can lose trust and connection with their employees in the long term if they’re always sprinting. Leadership is a marathon, and it’s detrimental to drive people hard all the time.pg 57

A

Pacesetting leaders

74
Q

What leadership style is best suited for situations in which a leader is thrust into an extremely difficult set of circumstances? Pg 58

A

Commanding

75
Q

Commanding leaders must be mindful of long-term repercussions to the organization; it is here, especially,_____. Pg 59

A

Where a high degree of self-awareness is required to be effective

76
Q

In summation, commanding leaders are great when the situation requires…. pg 59

A

A) Authoritative leadership
B) Control
C) Clear communication
D) Direction

77
Q

____ leaders Their success hinges on the input and valuable contributions of their team, which often pushes them to bigger, bolder frontiers. They excel when they lead by helping their employees discover the best inside themselves. Great listening is at the heart of a truly emotionally intelligent leader. Being open-minded and willing to hear what employees have to say opens up new possibilities for ideas, collaboration, and buy-in, and that leads to new opportunities.

A

Democratic leaders

78
Q

____are self aware enough to recognize that their brand is simple the outward representation of their culture

A

Democratic

79
Q

Great leaders are remembered for their business successes and profits, to be sure, but they’re also remembered for the way they treated the people around them.

A
80
Q

No matter the leadership style you choose to adopt in a given situation, take the time to invest in the people you lead. The time to do that is always now.

A
81
Q

Beyond the business benefits,____
leaders empower their employees and ask them to think deeper about their development and future than they have before pg 46

A

Coaching

82
Q

The right opportunities, when executed with intelligent strategy, yield sustained growth

A

Emotional Intelligence (8 decks)

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