Chapters 1, 3 and 19 - Leadership

Question 1

Servant leadership,

Answer 1

a term first coined by AT&T executive and management consultant Robert K. Greenleaf (1977/2002), is a theory of leadership that focuses on the leader and offers a per- spective of the motivation and character of the leader

The servant–leader is servant first. It begins with the natural feeling that one wants to serve. Then conscious choice brings one to aspire to lead.

Question 2

a call to serve

Answer 2

The leader’s inclination to serve is the mark of the servant leader. especially when that call is matched with any of the distinct values of occupational therapy

Question 3

How to build sustainable leadership?

Answer 3

expands the commitment of the organization to con- tinually building leadership capacity for all members and ac- tively building the organization’s capacity to use and depend on its members for effective leadership. When servant lead- ership is implemented in this manner, sustainable leadership becomes a reality.

Question 4

Characteristics of a servant leader (10)

Answer 4

1. Listening (for deep understanding combined with reflection)
2. Empathy
3. Healing
4. Awareness (general and heightened self-awareness)
5. Persuasion (effective at building consensus)
6. Conceptualization (keeping in mind the big picture)
7. Foresight (combines an understanding of the past, reali- ties of the present, and potential future consequences)
8. Stewardship (full commitment to serving others)
9. Commitment to the growth of people (being sure that resources are expended as investments in those being served, who then join in serving)
10. Building community (within the organization being served)

Question 5

Reflection is a disciplined habit for servant leaders because it

Answer 5

enhances self-awareness as well as awareness of others and creates an optimum environment for careful decision-making and goal-setting in a manner that integrates these 10 characteristics.

Question 6

Transactional leadership is

Answer 6

often described as a pragmatic give-and-take process, such as the exchange that oc- curs when a high-performing employee is rewarded with a promotion, when the organization is set up to reward those who are viewed as high performers.

Question 7

transformational leadership is

Answer 7

a process of having the leader connect with follow- ers in a manner that heightens motivation by attending to their needs and engaging them as team members.

Question 8

paradigm shift,

Answer 8

change in beliefs from those previously held about managerial approaches used in the past.

Question 9

power, defined as

Answer 9

influence, con- trol, or authority over others

Question 10

A vision represents

Answer 10

an ideal model of the future that implies change and challenges organizations to transcend the status quo

Question 11

Leaders inspire others by

Answer 11

enthusiastically communicating a clear and compelling vision that influences actions toward the achievement of organizational goals

Question 12

Managers dutifully oversee employees’

Answer 12

work toward the achievement of predictable and short-term objectives. They are mainly concerned with individual performance and mea- surement of outcomes that are focused on operations

Question 13

Leaders focus on _______, whereas managers focus on the _________________________

Answer 13

completion of established procedures

Question 14

A mission describes the organization’s ______________

Answer 14

long- term purpose and role.

Question 15

What question does the mission answer?
What question does the vision answer?

Answer 15

The mission answers the question, Why does the organization exist? The vision answers the question, Where is the organization going?