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UD Psychology > Chapter 7 > Flashcards

Chapter 7 Flashcards

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1
Q

What is alleged to be the cure-all for job dissatisfaction, low morale, employee inefficiency, poor performance, and risk avoidance?

Job satisfaction

Empowerment

Strength-based leaders

Positive team members

A

Empowerment

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2
Q

What means making decisions instead of merely completing tasks?

Finding your voice

Empowerment

Delegating

Supervising

A

Finding your voice

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3
Q

What is our police department and community’s greatest resource?

Empowerment

Communication

Delegating

Knowledge of its employees

A

Knowledge of its employees

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4
Q

What is one of the strongest drives of career well-being and performance?

Being empowered

Giving empowerment

Feeling empowered

All of the above

A

Feeling empowered

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5
Q

Researchers have repeatedly found that gains in productivity, happiness, and health depend on what?

How much we think we’re empowered

How much we’re actually empowered

How much knowledge we have

How much of the work is delegated

A

How much we think we’re empowered

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6
Q

What shapes how we choose to experience our world?

Being able to capitalize on our strength

Having integrity

Being empowered

Mindset

A

Mindset

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7
Q

If you see daily events as dictated by external circumstance and choices, then you have _____.

Empowerment

External locus

Internal locus

Internal control

A

External locus

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8
Q

If you believe your actions have a direct effect on their outcomes, then you have ____.

Empowerment

External locus

Internal locus

Integrity

A

Internal locus

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9
Q

Which of these is a relationship?

Empowerment

External locus

Internal locus

Supervising

A

Empowerment

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10
Q

What type of people miss out on the credit for their successes, which undermines their confidence and dedication?

Non-empowered

External

Internal

Weak

A

External

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11
Q

Which type of people has research shown to have greater career achievement, higher academic marks, more job satisfaction, better skills at communicating and listening, and more positive social relationships?

Empowered

External

Internal

Confident

A

Internal

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12
Q

What results from low job satisfaction or low morale?

Lack of empowerment

External locus

Internal locus

Not delegating

A

Lack of empowerment

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13
Q

What is a leadership strategy for creating a high-performance workplace?

Empowerment

Delegating

External controls

Inner controls

A

Empowerment

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14
Q

What will cause community-oriented policing to be a great success on paper and an embarrassing failure on paper?

Decentralization of authority

Lack of trust

Without empowerment

Without delegation

A

Without empowerment

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15
Q

Which organizations find that many poor and uncoordinated decisions result, and then abandon the empowerment fad and recentralize?

Those that are without empowerment

Those that do not delegate

Those that do not recognize the pitfalls of empowerment

Those that decentralize authority

A

Those that decentralize authority

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16
Q

What does empowerment mean?

Enabling decision making in others

Delegating decisions to others

Acknowledging authority

Having authority

A

Enabling decision making in others

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17
Q

What do you share with your staff when you empower them?

Making decisions

Victories and losses

Successes and failures

Rewards and consequences

A

Successes and failures

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18
Q

When is empowering your staff impractical?

When they lack integrity

When there’s no trust

If a leader believes that staff members truly want to do a good job and enjoy their work

None of the above

A

None of the above

“If a leader does not believe that staff members truly want to do a good job and enjoy their work”

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19
Q

Which statement is true?

Empowerment is giving away the decision; it is not encouraging those who are affected by it to input their ideas and aspirations

Empowerment is not giving away the decision; it is encouraging those who are affected by it to input their ideas and aspirations

The accountability falls on the person making the decision

Empowerment does not necessitate a strong belief in the integrity and job strengths of an employee

A

Empowerment is not giving away the decision; it is encouraging those who are affected by it to input their ideas and aspirations

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20
Q

Some see empowerment as a vote on what we do, when it is actually a ______ on what we do.

Voice

Choice

Decision

Principle

A

Voice

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21
Q

How is a supervisor fair to everyone?

Denying power to those who are ready as well as those who are incapable

Empowering those who are ready as well as those who are incapable

Denying those who are incapable as well as those who are ready

Empowering those who are ready and denying those who are incapable

A

Empowering those who are ready and denying those who are incapable

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22
Q

What do participation, delegation, and capitalization depend on?

Empowerment

Trust

Relationships

Strength-based leader

A

Trust

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23
Q

What is a combination of integrity and competency?

Trust

Relationships

Empowerment

Leadership

A

Trust

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24
Q

What is first and foremost a relationship that depends on mutual trust?

Moral duty

Leadership

Team member

Empowerment

A

Empowerment

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25
Q

What would be a deposit in a trust bank account (TBA)?

A trustworthy action

An untrustworthy action

Being deceitful

Being unreliable

A

A trustworthy action

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26
Q

What is the most important deposit you can make, and it is the key to every other deposit?

Demonstrating loyalty

Being trustworthy

Understanding another person

Little thing mean a lot

A

Understanding another person

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27
Q

When do you know what constitutes a deposit to another person?

When you are trustworthy

When you understand the person

When you are reliable

When you are kind to the person

A

When you understand the person

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28
Q

What causes large trust bank account (TBA) withdrawals?

Little afronts

Unkindnesses

Forms of disrespect

All the above

A

All the above

“….big things are the little things….”

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29
Q

Expectations and goals must be first _______ and then a deposit is possible.

Expected

Clear

Implied

Understood

A

Understood

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30
Q

How do you confirm and elevate the trust of those present?

By being faithful to those who are absent

By being trustworthy

By being honest

By being loyal to those who are present

A

By being faithful to those who are absent

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31
Q

What type of mistakes do most people forgive?

Mistake of the heart

Mistake of the head

Mistake of judgement

All of the above

A

Mistake of judgement

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32
Q

Which are steps in apologizing?

Describe what you did wrong

Say you’re sorry

Tell them you’ll never do it
again

All of the above

A

All of the above

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33
Q

What has research shown to be close to, or equals, the importance a person places on being empowered?

Making someone believe you really care about them

If you really care about them and they know it

Displaying empathy

Being trustworthy

A

If you really care about them and they know it

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34
Q

What is integrity?

Conforming our reality to our words

Making a promise

Honesty

Self-discipline

A

Conforming our reality to our words

35
Q

What is the key to handling many people?

How you treat everyone

How well you communicate

Being able to delegate appropriately

How you treat the one you’re dealing with right now

A

How you treat the one you’re dealing with right now

36
Q

What does an organization need to function?

Empowerment

Delegation

Integrity

Trust

A

Delegation

37
Q

When you delegate, what are you always delegating for certain?

Authority

Responsibility

Uncertainty

None of the above

A

Uncertainty

38
Q

What causes us to not really let go?

Fear of losing authority

Ultimately responsible

The “yes, but…” syndrome

Fear of delegating

A

The “yes, but…” syndrome

39
Q

“Your staff becomes disengaged,” is a pitfall of what?

Loyalty

Not really letting go

Substandard performance

Lack of communication

A

Not really letting go

“Pitfalls of not really letting go:

  • you sap your time
  • you get buried in trivia
  • you belittle your staff
  • your staff becomes disengaged
  • your staff either avoids your assistance or seeks it too frequently
  • teamwork dissipates
  • the work team experiences inept communication, which lowers mutual trust”
40
Q

Many police organizations would grind to a slow and burdensome pace, or at minimum would be highly inefficient without what?

Empowerment

Delegation

Trust

Communication skills

A

Delegation

41
Q

What is effective delegation?

Supervision

Empowerment

Strength-based leadership

Leadership

A

Strength-based leadership

42
Q

Who benefits from appropriate delegation?

The community

The organization

Strength-based leaders and your staff

All of the above

A

All of the above

43
Q

Who is typically more responsive and dedicated?

Empowered police employees

Community

Strength-based leaders

All of the above

A

Empowered police employees

44
Q

With appropriate delegation, who benefits by encouraging a feeling of ownership?

Community

Organization

Strength-based leader

Staff

A

Strength-based leader

45
Q

With appropriate delegation, who benefits by becoming more capable of producing top-notch police work?

Community

Organization

Strength-based leader

Staff

A

Staff

46
Q

What is the first step in empowerment?

Understanding

Delegation

Being trusted

Earning trust

A

Delegation

47
Q

Before you delegate, what must you do?

Trust the person

Understand the person

Be sure you are understood

All of the above

A

Trust the person

48
Q

Of the four ways to delegate, which is the only one to promote empowerment?

Stewardship

Gofer delegation

Delegation dump

Micromanagement

A

Stewardship

49
Q

Which one concentrates on results instead of methods?

Stewardship

Gofer delegation

Delegation dump

Micromanagement

A

Stewardship

50
Q

Stewardship delegation involves commitment regarding expectations in five areas. Which of these is one?

Authority

Understanding

Accountability

All of the above

A

Accountability

These 5 areas:
Desired results
Turf
Resources
Accountability
Consequences
51
Q

When identifying the boundaries within which the person must function, they should be what?

Strict

Flexible

Accountable

Controlling

A

Flexible

52
Q

Highly routine assigned work wherein you go for this and go for that, is called what?

Stewardship

Gofer delegation

Delegation dump

Micromanagement

A

Gofer delegation

53
Q

How is a supervisor viewed if he engages in delegation dumping?

A micromanager

Lacks commitment

Low emotional

Incompetent

A

Incompetent

54
Q

When is empowerment a farce?

When supervisors practice vertical command and control

When supervisors practice diagonal command and control

When supervisor practice delegation dumping

When supervisors practice gofer delegation

A

When supervisors practice vertical command and control

55
Q

Who has the belief that he has a malcontent or misfit employee who needs special constraints and watching carefully?

One who practices delegation dumping

One who lacks accountability

One who practices micromanaging

One who lacks participation

A

One who practices micromanaging
“The micromanaging supervisor believes that he…..
-has more technical expertise than any subordinate
-knows at all times what is going on in the department
-is the primary(if not only)person responsible for how the department is working
-is able to solve any problem that comes up (or at least solve it before a subordinate can)
-has a malcontent or misfit employee who needs special constraints and watching carefully”

56
Q

Allowing others to have an opportunity to express their idea, their needs, and their hopes about an issue or pending decision that affect them means _______.

Misconceptions

Participation

Delegation

Empathy

A

Participation

57
Q

Why do people often reject an idea, general order, or new policy?

They had no input

They don’t like change

The don’t understand the message

They lack commitment

A

They had no input

58
Q

How are you much more likely to make an accurate decision?

By delegating appropriately

By micromanaging

Through the participation of others

By being understood

A

Through the participation of others

59
Q

Which is a reason why you should allow others to participate in decisions that might affect their job?

Participation fosters a sense of teamwork

They have more technical expertise than any other supervisor

They are able to solve any problem that comes up

All of the above

A

Participation fosters a sense of teamwork

  • the best means for getting a good idea is to generate a lot of ideas
  • participation makes other believe that you really care about their welfare and their work
  • inclusion in a decision-making process increases participants’ commitment to the eventual implementation of the decision
  • increased commitment often causes increased productivity
  • participation fosters a sense of teamwork
  • teamwork leads to synergy, wherein the mental energy of a few people multiplies into what hundreds are capable of contributing
60
Q

Which is a reason not to encourage your staff to get involved in the decision-making progress?

It is not a good idea to generate a lot of ideas

You may experience a sense of frustration or insecurity when confronted with ideas that refute yours

You are the primary person responsible for how the department is working

You may not be convinced of their approach

A

You may experience a sense of frustration or insecurity when confronted with ideas that refute yours

“-participation takes time, you’ll have to listen to others (eight, nine, or more people at one time)

  • you may experience a sense of frustration or insecurity when confronted with ideas that refute yours
  • you may be convinced of the correctness of their approach-the easy route-and thus opt for group consensus
  • some may accuse you of manipulating or conning them
61
Q

What is non-negotiable if you’ve decided to empower yourself and those who work for you?

Delegation

Understanding

Participation

Communication

A

Participation

62
Q

What is the secret to participation?

Sharing

Delegating

Communicating

All of the above

A

Sharing

63
Q

Who is convinced it is their responsibility to mold each employee into the version of what they believe the job requires?

Micromanagers

Mediocre managers

Strength-based leaders

Leaders

A

Mediocre managers

64
Q

What do leaders discover and capitalize on?

Expectations

Responsibility

Empowerment

What is unique about each employee

A

What is unique about each employee

65
Q

What is by far the best way to lead people in light of their vast array of differences?

Acknowledge their shortcomings

Identifying how each team member is unique

Focusing on one person at a time

By participation

A

Identifying how each team member is unique

66
Q

What is leading about?

Observing

Transformation

Release

All of the above

A

Release

67
Q

If you exploit the job to accommodate the unique contributions, needs, and style of each police employee, what do you create?

Win-win-win situation

Transformation

Capitalization

Frustration

A

Win-win-win situation

68
Q

In a win-win-win situation, what is win #1?

Yourself

Your staff

The person

The job

A

The person

69
Q

In a win-win-win situation, what is win #2?

Yourself

Your staff

The person

The job

A

The job

70
Q

In a win-win-win situation, what is win #3?

Yourself

Your staff

The person

The job

A

Yourself

71
Q

How does capitalizing on each person’s uniqueness actually save you time?

It builds a stronger team

It makes each employee more accountable

You expose and dispose of group thinking.

All of the above

A

All of the above

72
Q

What is an outcome as a leader?

Set standards

Measure performance

Build high performing teams

All of the above

A

All of the above

73
Q

What is the starting point of your main job as a leader?

Set standards

Your decision on how each employee’s unique talents and special abilities can be forged into peak performance

To build a stronger team

To understand your employees

A

Your decision on how each employee’s unique talents and special abilities can be forged into peak performance

74
Q

When should you not empower and you should not delegate but you should micromanage?

Never

When you become frustrated

You simply don’t trust the person

When you are not capable of making the decision

A

You simply don’t trust the person

“Don’t empower when….

  • those being empowered are not trained to do their jobs
  • you doubt their commitment
  • you do not agree with or understand the values and needs of an employee
  • there is not a conduit for open and candid feedback
  • you simply don’t trust the person.”
75
Q

Why do empowered employees fall up rather than down?

Being empowered elevates an employee’s degree of positivity

Being positive while faced with a choice directly influences the correctness of that choice

Positive as compared to negative people make the right decisions

All of the above

A

All of the above

76
Q

The vast majority of police employees who are empowered report having what?

Proper training

Good-to-outstanding career well-being

Confidence

Commitment

A

Good-to-outstanding career well-being

77
Q

When are our brains literally hardwired to perform at their best?

When they are negative

When they are neutral

When they are positive

When they are satisfied

A

When they are positive

78
Q

Which statement is true?

Success (falling up) orbits around empowerment, not the other way around

Empowerment orbits around success (falling up), not the other way around

Failure (falling down) orbits around empowerment, not the other way around

Empowerment orbits around failure (falling down), not the other way around

A

Success (falling up) orbits around empowerment, not the other way around

79
Q

What is the key driving factor in one’s job satisfaction?

Trust

Understanding

Empowerment

All of the above

A

Empowerment

80
Q

Adrian Gostick and Chester Elton presented evidence that one should be “_______” for one’s work efforts is a leading causal factor in job security?

Rewarded and acknowledged

Recognized and appreciated

Empowered and trusted

Recognized and rewarded

A

Recognized and appreciated

81
Q

What are the seven major deposits that build a TBA?

A 
Understanding the Person
Little things mean a lot
Clarifying expectations
Demonstrating loyalty
Apologizing for TBA withdrawals
Really caring
Displaying personal integrity
82
Q

What is the most important way a strength-based leader benefits from appropriate delegation?

A

Leveraging your power to provide quality police services

83
Q

What is the most important way your staff benefits from appropriate delegation?

A

Capable of producing top-notch police work

84
Q

Stewardship delegation involves commitment regarding expectations in five areas:

A 
Desired results
Turf
Resources
Accountability
Consequences

UD Psychology (44 decks)

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