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PA > chapter 7 review > Flashcards

chapter 7 review Flashcards

1
Q

4 distinctions between leaders and managers

A

leader: at top; wide responsibility; followers & subordinates; envision future strategically
Manager: middle; narrow responsibility; suoordinates; task at hand; tactilely

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2
Q

identify 5 reason why chiefs fail because of their own inadequacies

A

1) unable to resolve problem
2) personality defect alienates subordinate
3) reduce communication
4) drinking
5) affairs
6) micromanaging
7) maladaptive leadership style

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3
Q

discuss the relationship between authority & power

A

authority: granted but people may not follow
power: key role in influence of outcome

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4
Q

What are socialized & personalized power needs?

A

socialized - positive impact

personalized - selfish control

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5
Q

3 components of leadership skill mix

A

human relations: relate w/other people
conceptual skills: understand & relate info not related
technical skills - field/evidence

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6
Q

Describe 2 different approaches to “great man” theory

A

1) unusually gifted - made history 30 % heredity - environment thomas carlyle - galton believes born with gift
george hegel - events produce great man

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7
Q

what are the big 5?

A

small number of broad traits categories to specifically fit for classification purposes

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8
Q

emotional - social intelligence

A

pre cursor to leadership effectiveness

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9
Q

authoritarian, democratic, laissez-faire leadership

A

?

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10
Q

OCB? relate to POB?

A

organizational citizenship behavior (i group)

positive organizational behavior - potential for categories

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11
Q

downs 4 styles of leadership behavior

A

climbers
conservers
zealots
advocates

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12
Q

what are station house & street sgt’s?

A

?

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13
Q

3 organizational forces from tannenbaum and schmidt

A

1) police leader values
2) subordinate officer
3) department formed informal

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14
Q

filders 8 leadership behaviors

A

?

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15
Q

what is the core of LMX Theory

A

leaders develop different types of relationships w/ subordinate

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16
Q

What is the essence of path goal theory?

A

house - leaders remove obstacles from doing job

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17
Q

contrast leadership substitutes and neutralizers

A

?

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18
Q

factors diminish improtance of leadership (knowledge)?

A

?

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19
Q

tasks & relationship leadership approach impossible s

A

subordinate goal for something else

20
Q

transactional & transformational leaders

A

give something to get something

motivate followers

21
Q

4 traits of charismaticsift of leaders

A

shift of status quo but accepted
non conventional to implement vision
take risk
concern for followers

22
Q

servant, spiritual, authentic, and ethical leadership

A

?

23
Q

What is the definition of leadership

A

?

24
Q

power is an indispensable dimension of police departments, and as such power;

A

is both a grant made from the led to the leader and a grant from the formal organization to a position

25
Q

police managers with personalized power tend to be

A

competitive
oriented toward strength
inspirational leaders

26
Q

socialized power is a manager who

A

motivates

positive impact

27
Q

Human relations, conceptual skills, technical skills are part of the

A

leadership skill mix

28
Q

within the department, top management must communicate their goals and policies

A

downward, and they must be willing to receive feedback about them

29
Q

Great man theories were by

A

carlyle and hegel

30
Q

who theorized that genetics created developing leaders

A

Galton

31
Q

Lewin, Lippitt, and white were the authors of the

A

authoritrian, democratic, and laissez faire style of leaderships

32
Q

the leader that encourages individual or group participation is

A

a democratic leader

33
Q

the leaders who promote everything under their jurisdiction and who appear to those outside their units to be highly partisan, while within their units are impartial and fair, developing well rounded programs are called

A

advocates

34
Q

downs style of leaders are strongly motivated by power and prestige needs to invent new functions not performed elsewhere

A

climbers

35
Q

transactional and transformational leaders were advanced by James burns who thought of both as

A

polar opposites

36
Q

_____ leaders are inspirational, they motivate to up their game

A

transformational

37
Q

traits of a charismatic leader

A

they rely more on authority than on emotional appeal to get performance

38
Q

_____ is the consistent demonstration of moral values through personal actions in interpersonal relationships and the communication of those values to followers through two - way communication, reinforcement, and decision making

A

ethical leadership

39
Q

leadership is the process of

A

influencing others to use their energies willingly and appropriately to facilitate the achievement of the organizational goals

40
Q

power is a grant from

A

the formal organization to a position

41
Q

leadership styles include

A

autocratic, bureaucratic, laissez-faire

42
Q

Anthony downs describes four types of leader behaviors:

A

climbers, conservers, zealots, and advocates

43
Q

forces in subordinate officers including their knowledge, skills and experience is one of the organizational forces identified by?

A

Tennenbaum and schmidt

44
Q

what is Path goal theory

A

for leaders to be effective they must engage in leader behaviors that compensate for the deficiencies of subordinates, enhances their performance, and is instrumental to their individual and work unit performance and satisfaction

45
Q

transformational leaders are

A

inspirational and they go beyond their own self interests for the good of the unit

46
Q

characteristic of a servant leader

A

persuasion

47
Q

two components to ethical leadership

A

moral person and moral manager

PA (28 decks)

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