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Communication & Leadership- Final Flashcards

1
Q

what is the single biggest problem in communication

A

the illusion that it has taken place

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2
Q

what are the three components of the communication triad

A

sociology
biology
psychology

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3
Q

communication triad- what is sociology

A

where and when

context

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4
Q

communication triad- biology

A
  • how

- eyes, ears and brain

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5
Q

communication triad- psychology

A
  • who
  • personality
  • mental health
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6
Q

what is 4 things that interfere with our biology

A
  1. physical disabilities & injuries
  2. aging
  3. disease, infections, health issues
  4. substance use & abuse - chemicals
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7
Q

what are the four body structures used in verbal communication

A

eyes
ears
mouth
brain (CNS)

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8
Q

what are the four info inputs for the eyes

A
  • body language
  • facial expression
  • reading words
  • images
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9
Q

what are our psychological processes affected by? (6)

A
  1. experiences in the world
  2. current health-tired, stress, sick
  3. personality- Myers briggs, pessimist/optimist
  4. psychological health-mental health, trauma, crisis
  5. substances- chemicals (legal or illegal)
  6. body chemicals- hormones, salt insulin
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10
Q

what is the sociology of it all?

A
  • social context we live in
  • social experiences, our culture, spirituality
  • created by family, friend, school, church
  • influences by media
  • professional affiliations and work\
  • influences our attitudes and beliefs about the world
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11
Q

what is social power

A

who is saying what or who you are communicating to- that power differential

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12
Q

what are the two types of social power

A

formal

informal

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13
Q

what are three other social influences

A
  1. time- past, present and future
  2. mode- phone, texting, in-person
  3. who we are with when communicating -friends, family, teachers
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14
Q

what is the goal of communicating?

A

has a profound impact

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15
Q

what are 6 goals we communicate?

A
  1. to create common understanding
  2. to share info
  3. to express empathy and care
  4. to convince another or win an argument
  5. to influence or persuade
  6. to solve a problem
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16
Q

having different goals may=_____

A

problems

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17
Q

what are 7 modes of communication?

A
  1. person to person- talking
  2. meetings- in person, telephone, video
  3. paper-stickers, memos, letter, fax, mail
  4. internet- e-mail, skype, social media
  5. phones- voice mail
  6. mobile phones- talking, text, email, social media
  7. hand writing- pen paper (letter)
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18
Q

what is the mode of communication influenced by? (3)

A
  • goal you want to achieve in communicating
  • comfort or preference style
  • skills
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19
Q

what are 5 tips of communication

A
  1. important to consider the goal of communicating and whether both have the same one
  2. communicating is very hard work
  3. communicating takes patience
  4. it always involves interpretation
  5. listening to understand is harder than speaking to be understood
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20
Q

what is the percentage for communication in each of the following categories

  1. what you say (words)
  2. how you look (body language)
  3. how you sound (tone of voice)
A

words- 7%
BL- 55%
Tone- 38%

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21
Q

listening involves the skills/process of (5)

A 
hearing-ears, eyes
grasping
interpreting
responding to -verbal & non-verbal
the senders message
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22
Q

what are the three levels of listening

A
  1. superficial
  2. obvious
  3. insight
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23
Q

what is the superficial level of listening

A

non-listening

  • blank face, fading out, staring
  • saying “i see, uh huh, sure”
  • nodding looking at watch
  • thing about other things
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24
Q

what is obvious level of listening

A

listening for rejection

  • seems like listening
  • process information to respond
  • formulate thoughts before finished
  • reject that work work, but, can’t”
  • sometimes talk over-debate
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25
Q

what is insight level of listening

A

listening for understanding

  • seek to understand the other
  • seek deeper meaning
  • active listening using-empathy, questions, re frame, summarizing
  • “it sounds like or i hear you say”
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26
Q

what is the listening gap

A

lack of upward communication

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27
Q

what is non verbal communication?

A

message transmitted through action or behavior

example: emotions

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28
Q

what are the 7 types of non-verbal communication

A

1 facial expression

  1. gestures
  2. paralingusitics -voice
  3. body language & posture
  4. eye contact/glaze
  5. haptics-touch
  6. appearance-person or space
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29
Q

we are often _____ or under-aware of our non-verbal communication

A

unaware

under aware

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30
Q

with respect to verbal messages, non-verbal messages can: (5)

A
  1. repeat
  2. contradict
  3. compliment -add to
  4. substitute -replace
  5. accent-underlie or emphasize
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31
Q

____ is one of the key to communicate

A

good questions

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32
Q

what are i centered questions(5)

A
  • gather info or data
  • solicit opinions
  • investigate
  • challenge
  • demand action
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33
Q

what are you centered questions (5)

A
  • stimulate learning
  • express empathy
  • provoke thought
  • empower action
  • engage people
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34
Q

what are closed questions (3)

A
  • require short, factual concept answers
  • often yes or no
  • seeks understanding or basic information
    example: did you enjoy your summer?
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35
Q

what are open questions (3)

A
  • what, how , why
  • seeks knowledge, ideas, opinions, feelings
  • opens, explores, looks for detail
    example: what did you do this summer?
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36
Q

why use why questions? (2)

A
  • defensive

- close down conversation

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37
Q

what are the 5 ways we can use silence to positively strengthen communication?

A
  1. to pause- to think & reflect
  2. to support- when dealing with difficult issue
  3. to show respect- wait till other is finished
  4. to slow down the pace and intensity
  5. to control one self and emotions
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38
Q

what are the 4 negative ways to use silence

A
  1. to shut down the communication
  2. to ice out- bully or harass another
  3. to ignore
  4. to avoid responsibility
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39
Q

what does SET principle stand for?

A

support
empathy
truth

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40
Q

what is support in the SET principle (3) example questions

A
  • it is no fun having to go to bed when you don’t want to
  • the exam was really hard
  • recovery from a stroke can be a long and difficult journey
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41
Q

what is 3 examples of empathy in the SET principle

A
  • i can see that you’re having so much fun- you love to play
  • I know you are angry that you did not do as well as you wanted
  • It sounds like you’re feeling really frustrated and discouraged
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42
Q

what are three examples of the truth in the SET principle

A
  • the problem is, you have to get up early tomorrow and if you don’t get enough sleep you’‘ll feel crabby and sick
  • the truth is you missed a lot of classes and didn’t study that hard
  • it’s really common to feel that way, but you’ve been making steady progress and I expect that will continue if you keep at it
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43
Q

what is assertiveness? (7)

A
  1. standind up for yourself without putting others sown
  2. state what you want and why
  3. straightforward and honest
  4. clear about your rights & responsibilities
  5. have control over emotions- anger
  6. have empathy & compassion for other
  7. I win and you win
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44
Q

what is assertiveness (shark) (2)

A
  • I am right, power-over, dominance

- I win you lose

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45
Q

what is passive (turtle, teddy) (2)

A
  • give-in, give up, silent, I lose

- tend to devalue self & needs

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46
Q

what is passive-aggressive (tark or snake) (2)

A
  • passive first then aggressive later

- think- get even

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47
Q

what are 6 assertive techniques?

A
  1. think win-win (interest focused)
  2. SET principle
  3. broken record - repeat request
  4. fogging - accept part of what other is saying’ agree with part but then challenge other area (fox style-compromise)
  5. asking for more information - questions
  6. use I statements
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48
Q

what are 3 reasons we are often uncomfortable with conflict

A
  • seen as bad or negative thing
  • had bad experiences with conflict
  • many simply do not like conflict (turtle and bears)
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49
Q

what is a turtle?

A

withdraw, avoid, takes energy to engage in conflict, appear passive or shy, prefer things go away, dont care if get own way, value peace

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50
Q

what is a teddy bear

A

friend, helpful, want to get along, focus on relationships, can be assertive but will defer to keep the relationship, value harmony

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51
Q

what is a fox

A

compromise, sly, may stay on the fringe, work towards agreement, will give in to attain compromise, want everyone to get a little bit, value equality/fairness

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52
Q

what is a owl

A

confront, believe in compromise, okay with conflict especially if it means thing will be better in the end of it all, value problem solving and outcome

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53
Q

what is a shark

A

aggress, move boldly into conflict, get energy from the fight, its not personal, okay with power, value winning

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54
Q

what are the 5 things to do before resolving conflict

A
  1. create the space to think
  2. decide what are you going to do (keep it to yourself, to consult with appropriate person or to approach person involved)
  3. if don’t deal with it- let it go!
  4. if dealing with it- approach person directly & use steps to work it out
  5. if can’t resolve - go to supervisor or person in power, together or at least with the knowledge of the other
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55
Q

what is position?

A

what someone wants

  • it represents their solution or perspective
  • being positional leads to rigid, argumentative or defensive behaviors
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56
Q

what is an interest?

A

underlying concern or need driving the position - the why

- interests represent deeper motives and can provide more options for resolution

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57
Q

what are the 8 steps to work it out?

A
  1. meet in safe, private space
  2. each state position /interest
  3. listen to understand-level 3
  4. find common understanding - ask questions
  5. move to interest -reconcile -define problem
  6. generate solutions
  7. agree upon solution to try -implement
  8. evaluate -set time to review
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58
Q

what are 6 conflict considerations?

A
  • know what you really want - what is your interest
  • what is your attitude? -mental check
  • breath and relax- body check
  • manage your emotions- feeling check
  • manage verbal and non-verbal communication
  • don’t engage passive-aggressive behavior (agree and them screw you)
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59
Q

what is Gary Wills leadership?

A
  • a leader
  • some followers
  • a goal that the leader and followers share
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60
Q

what is Kouze & posner (1995) leadership

A
  • the art of mobilizing others to want to struggle for shared aspirations
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61
Q

what did peter urs Bender suggests: (4)

A
  • leadership is about pushing yourself not others
  • the innerness of leadership
  • you pull others along- you nudge, encourage, suggest, listen & empathize
  • string metaphor
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62
Q

the nature of leadership draft ( wheel diagram, 6)

A 
influence
intention
personal responsibility & integrity 
change
shared purpose 
followers
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63
Q

what are the 5 fundamental practices?

A
  1. inspire shared vision
  2. challenge the process
  3. enable others to act
    4 model the way
  4. encourage the heart
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64
Q

what is a inspired shared vision (4)

A
  • believe they can make a difference
  • envision a future of what can be
  • enlist others in the dream
  • breath life into the shared vision
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65
Q

what is challenge the process (4)

A
  • seek out change
  • innovation
  • experiment and take risks
  • learn from mistakes and failures
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66
Q

what is enable others to act (5)

A
  • foster collaboration and build teams
  • actively involve others
  • create an atmosphere of trust and dignity
  • share information and provide choice
  • empower others
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67
Q

what is model the way (3)

A
  • set and role model standards of excellence
  • achieve small wins
  • create opportunity for victory
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68
Q

what is encourage the heart (4)

A
  • recognize the contributions of others
  • celebrate accomplishments
  • share in the rewards
  • make everyone feel good
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69
Q

what are the 6 leadership theories

A
  1. great person theory
  2. trait theories
  3. behavior theories
  4. contingency theories
  5. influence theories- process of influence
  6. relational theories- interaction between leader and followers
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70
Q

what are two leadership camps

A 
individual level (university) 
situation level (contingency)
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71
Q

what is individual level (2)

A

-trait - who the leader is, there personality

behavioral- how the leader act/behaves

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72
Q

what is situation level (3)

A
  • leader- style, traits, behavior, position
  • followers-needs, maturity, training, cohesion
  • situation - task, structure, environment
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73
Q

what is trait approach? (1-5)

A

esstential traits-according to draft

  • optimism-positive outlook
  • self confidence- skills, decisions, ideas
  • honesty - truthfulness
  • integrity- whole, congruent presentation
  • drive- motivation & effort
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74
Q

what is behavior approach? (2-2,1)

A
  1. leadership continuum
    - autocratic - centralize authority
    - democratic- delegates and shares authority
  2. Job centered vs, employee centered
    - Blake & mouton
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75
Q

what is the blake and mouton grid?

A

concern for people, concern for production

  1. country club
  2. team
  3. authority compliance
  4. impoverished
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76
Q

what is contingency approach? (3)

A

universal
- trait & behavioral-> outcome

contingency
- leader + followers + situation ->outcome

a comparison of universal and contingency approaches

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77
Q

what is situational theory - hersey & blanchard (4)

A
  • based upon followers needs in terms of leadership direction and leadership support
  • task behavior (how much guidance or direction needed?)
  • relationship behavior (how much support is needed)
  • continuum (telling, selling, participating, delegating)
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78
Q

situational leadership square

A 
supportive behavior 
directive behavior 
1. supporting
2. coaching
3. directing
4. empowering
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79
Q

what are the three key ideas of leadership? SL

A

leader
followers
situation variables

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80
Q

what is a leader- SL

A

traits- who are you

behavior - what actions do you take

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81
Q

what is followers SL

A

needs, willingness and capacities

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82
Q

what is situation variables SL

A
  • positions and power of people
  • task characteristics
  • organizational characteristics
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83
Q

what is your personality type?

A

ISTJ

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84
Q

what is sensing? (4)

and 5 characteristics

A
  • here and now
  • focus on “what is”
  • senses
  • clear data
  • mentally live in the present
  • use common sense
  • practical sol’n are instinctual
  • work from past experience
  • like clear and concrete facts
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85
Q

what is intuition (4) and 4 characteristics

A
  • interpretation
  • focus on “what may be”
  • abstract concepts
  • patterns and contexts
  • mentally live in the future and possibility
  • using imagination- new possibilities
  • emphasize patterns, contexts & connections
  • comfortable with fuzzy & ambiguous data
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86
Q

what is thinking (3) and 4 characteristics

A
  • objective
  • based on facts & data
  • value logic & consistency
  • instinct to facts and logic in decisions
  • notice tasks & work to be done
  • able to provide objective critical analysis
  • accept conflict as natural and normal part of relationships
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87
Q

what is feeling (3) and 4 characteristics

A
  • more subjective
  • based on relationships
  • valued harmony
  • instinct to use personal feelings and impact on people in decisions
  • notice people’s needs and reactions
  • seek consensus & popular opinion
  • unsettled by conflict & hate disharmony
88
Q

what is extroversion (3) and four characteristics

A
  • from outside of self
  • by being with others
  • prefer interacting with many
  • act first- think later
  • feel deprived when cut off from outside work interaction
  • motivated by outside world and being with people
  • enjoy wide variety and change in people relationships
89
Q

what is introversion 3 and 3 characteristics

A
  • from within self
  • by being alone or with few
  • prefer small intimate group
  • think first - act later require private time to recharge
  • motivated internally
  • prefer one to one communication and relationships
90
Q

what is judging (4) and 4 characteristics

A
  • prefer to bring order
  • keep organize
  • plan ahead
  • like structure and schedules
  • plan in detail before moving into action
  • focus on task-related action
  • work best, less stress when are ahead of deadlines
  • use targets, dates and routines to manage life
91
Q

what is perceiving (4) and 4 characteristics

A
  • prefer to experience
  • keep flexible and open
  • plan on the go
  • like possibility
  • comfortable moving into action before have a plan
  • like to multitask, variety, mix work and play
  • tolerate of time pressure-can work close to deadlines
  • avoid commitments when interfere with freedom and variety
92
Q

what are the two mental orientation personality spectrums

A

extroversion - introversion

judging -perceiving

93
Q

what are the two mental process personality spectrums

A

sensing-intuition

thinking-feeling

94
Q

what is sensing intuition spectrum considered?

A

information

95
Q

what is the thinking feeling spectrum considered?

96
Q

what is the extroversion introversion spectrum considers?

A

favorite world

97
Q

what is the judging perceiving spectrum considered?

98
Q

what are the 5 big personality traits?

A
  1. extroversion -outgoing
  2. openness to experience
  3. agreeableness (likableness)
  4. emotional stability (stable vs labile)
  5. conscientiousness (responsibility, discipline)
99
Q

what is locus of control (2) -personality traits

A

-whether a person assigns responsibility for what happens to her/him from within self or outside forces -internal vs external

100
Q

what is authoritarianism (2) - personality traits

A
  • power differences should exist-authority

- can be less or more authoritarian

101
Q

what are the 3 characteristics of a fundamental belief

A
  • is important
  • is stable over time
  • impacts people’s attitudes and behaviors
102
Q

values & beliefs (4)

A
  • fundamental belief
  • impacts a leaders perceptions, behavior and relationships
  • end values- goals that are worthy to pursue
  • instrumental values- types of behavior worthy of engaging in
103
Q

end value vs instrumental (action) value

A

end value:
debt free, good health, good job..

behavior action:
self control, responsibility, honesty

104
Q

what is the X theory - how beliefs affect leadership (5)

A
  • dislike & avoid work
  • need to coerce, control, direct, threat
  • people avoid responsibility
  • little ambition
  • want security
105
Q

what is the Y theory - how beliefs affect leadership (5)

A
  • work is natural -like it
  • can be self-directed
  • we seek responsibility
  • imagination, creative and intuitive
  • we only partially utilize the potential of people
106
Q

what is emotional intelligence? (3)

A
  • form of intelligence relating to the emotional part of life
  • ability to perceive, identify, understand and successfully manage the emotions of self and others
  • being emotionally intelligent means we can effectively mange ourselves and others
107
Q

the brain - 3 main systems

A
  1. cerebellum (reptilian)
  2. limbic system (mammal)
  3. neocortex (human) (rational brain)
108
Q

what is the amygdala

A

emotional brain

109
Q

if there is a perceived threat ___ with override system

A

amygdala

fight or flight

110
Q

what is the amygdala override also considered

A

amygdala hijack

fight or flight response

111
Q

can you out think the amygdala hijack?

A

no

  • blood pressure and heart rate increase
  • pushes blood to arms and legs -fight or flight
112
Q

what percent of think function is reduced during a amygdala hijack?

A

75%

feels like 20-30 IQ points

113
Q

how long does the hijack affect the brain?

A

lasts 18 mins

takes 3-4 hours to clear

114
Q

is there different severities of hijacks/

A

yes

mini or major hijacks

115
Q

what is the law of hardwiring? (emotions)

A

we feel befiore we think

emotions before thought

therefore you need to manage emotional responses because everything our amygdala senses as a threat is real

116
Q

what is a trigger for a hijack? (4)

A
  • anything that causes us to feel threatened whether it is real or not
  • FEAR-false evidence that appears real
  • we have emotional memories- good & bad that can anchor us
  • negative anchors - triggers
117
Q

what does FEAR stand for?

A

false
evidence that
appears
real

118
Q

what do smart people do stupid or outrageous things? (6)

A
  • negative anchors
  • emotional system overrides the thinking system
  • fight, flight or freeze
  • inability to manage emotions
  • inability to manage change-threat
  • inability to manage relationships
119
Q

what are four capacities?

A
  1. self awareness
  2. self-management/regulate
  3. social awareness
  4. relationship management
120
Q

what is self awareness?

A

ability to recognize and understand your emotions and how they affect your work and life

121
Q

what is self-management/regulate?

A

ability to control disruptive or harmful emotions

122
Q

what is social awareness

A

ability to understand and empathize with others

123
Q

what is relationship management ?

A

ability to connect with others and build positive relationships

124
Q

what is the EI framework

A 
SELF-AWARENESS 
Emotional self-awareness 
Accurate self-assessment 
Self-confidence 
SOCIAL AWARNESS 
Empathy 
Organization awareness 
Service orientation 
Value and leverage diversity 
Political awareness 
SELF-MANANGEMENT 
Emotional self-control 
Trustworthiness 
Conscientious 
Adaptability 
Optimism 
Achievement orientation 
Initiative 
RELATIONSHIP MANAGEMENT 
Support development of others 
Positive influence 
Communication 
Conflict management 
Team capabilities 
Collaborative / Cooperative 
Leadership – inspiring

**

125
Q

what are 6 keys to individual success?

A
  • stop-recognize
  • take time- 18 mins 3-4 hours
  • breath -oxygenate
  • think good feelings
  • seek out dis confirming information
  • exercise
126
Q

what are 6 keys to team success?

A
  • self awareness - the shadow the light
  • ability to empathize with others
  • skills and capacity to navigate conflict
  • ability to sensitively air grievances
  • ability to explore the negative anchors
  • ability to seek out feedback and new info
127
Q

what is reflections? (4)

A

the active process of:

  • witnessing one’s experience in the world
  • in order to take a closer, critical and deeper look at the experience
  • learning through experience
  • before, during or after the experience
128
Q

what are 6 dictionary definitions to reflect?

A
  • to show an image of
  • to reproduce to the eye or the mind
  • to credit or discredit
  • to meditate on
  • to think about
  • to consider
129
Q

what are the 5 levels of reflection?

A
  1. the experience
  2. our perceptions of the experience
  3. the assumptions framing our perceptions
  4. the social and psychological sources of our assumptions
  5. what we don’t know and which sits outside our consciousness
130
Q

what is the lens?

A

the framework and assumptions you reflect through

131
Q

what is the experience

A

what you reflect upon

132
Q

what are the three things to consider when you reflect

A
  1. you
  2. lens
  3. experience
133
Q

” you and I do not see thing as they. we see thing we ___ are”

134
Q

how reflection works in you (3)

A
  • when you reflect
  • what is known and unknown
  • but, what we know is reflected in what we do
135
Q

what is the johari window?

A

four square: known to self, unknown to self, known to others, unknown to others

136
Q

what is an activity for johari window?

A

two truths and a lie

137
Q

reflection and action (talk vs walk) what are the theories to explain both(2)

A 
espoused theories (talk)
Theories-in-action (walk)
138
Q

what is the espoused theories (talk)(3)

A
  • what we claim we use in practice
  • your philosophy or theoretical framework
  • the best practice
139
Q

what is the theories-in-action (walk)(3)

A
  • what is revealed in our actions
  • what we actually do in our programs and practices
  • what other observe
140
Q

what is in reflection? (4)

A
  • interactive
  • online
  • in the zone of time where a change in action can make a difference
  • immediate appreciation of one’s actions
141
Q

what is on reflection? (3)

A
  • proactive and reactive
  • off line
  • before or after action takes place
142
Q

what is the power of reflective practice? (2)

A
  • integrates our knowing and doing

- so that our knowing informs our doing and our doing inform our knowing

143
Q

what are three thoughts about reflection

A
  1. quality of the reflection depends
  2. getting stuck
  3. must not continuing to see our knowing separate from our doing
144
Q

what are two quality of the reflection depends on..

A
  • ability to look at self, ask questions, listen, think

- how clean is your lens/mirror

145
Q

what does getting stuck in regards to reflection mean? (3)

A
  • analysis paralysis -“navel gazing”
  • overwhelmed by self doubt “lost”
  • defending “but, I am not incompetent and unaware”
146
Q

what are 6 reflection tips?

A
  • takes time, energy, courage and practice
  • requires mental & emotional dexterity
  • insatiable curiosity about you, the world, and the relationship between the two
  • rigorous & disturbing questions
  • seek out negative & dis-confirming info
  • mentor- seek and you will find
147
Q

what does reflection matter? (2)

A

improve communication skills

improve leadership capacity

148
Q

what is 3 ways to improve communication skills?

A
  • bio-psycho-social triad
  • comfort with conflict and assertiveness
  • improving capacity to listening
149
Q

what is 3 ways to improve leadership capacity?

A
  • self awareness & leadership style
  • strengthening relationships
  • improving emotional intelligence
150
Q

what are the 7 types of power

A
  1. physical power
  2. economic power
  3. spiritual power
  4. emotional power
  5. military power
  6. leadership power
  7. other..
151
Q

what is power? (2)

A
  • the ability or potential ability of one person to influence or gain compliance of another person
  • it is also the ability to resist being influenced or controlled
152
Q

what is dependency (3)

A
  • dependency is relate to control of resources
  • more control=more power
  • less control=less power
153
Q

what are two types of power? (Bass, 1960) (2)

A

position power

personal power

154
Q

what is position power? (3)

A
  • from position in hierarchy, formal authority
  • the boss, supervisor, team leader
  • too much-leads to corruption
155
Q

what is personal power(3)

A
  • from one’s relationships with others
  • capacity to like, care, give affection, empathy
  • too much - poor boundaries, narcissistic
156
Q

what are 5 bases of power? (French & Raven)

A

hard power

  1. legitimate power
  2. reward
  3. coercive

soft power

  1. expert
  2. referent
157
Q

what is hard power (3)

A
  • legitimate-formal position
  • reward-withhold or give rewards
  • coercive-punish
158
Q

what is soft power (2)

A
  • expert-knowledge, experience, skills

- referent- personal characteristics

159
Q

what is power (starhawk) (3)

A
  • power-over
  • power-with
  • power-within
160
Q

what is power-over?

A

by domination or force

161
Q

what is power with

A

sharing of power cooperatively

162
Q

what is power within

A

our centeredness principles, integrity, honor

163
Q

what is influence? (2)

A
  • power is the ability to influence

- influence is the capacity to change a person’s thinking, feelings, values and behaviors

164
Q

what is 7 whats to improve influence?

A
  • use logical/rational persuasion
  • be likable- relationships
  • rely on rule of reciprocity
  • develop allies
  • ask for what you want
  • remember the idea of dependency
  • extend position power with personal power
165
Q

who can you influence? (4)

A
  • superiors
  • others outside the organization
  • peers or colleagues
  • subordinates/ followers
166
Q

what are the three kinda of influential leadership?

A
  • transformational
  • charismatic
  • coalitional
167
Q

what is transformational (4)

A

bring about change in followers & organization

  • followers to leaders
  • build self-esteem & self actualization
  • focus on the good of the group
  • vision of the future
168
Q

what is charismatic? (2)

A

inspire & motivate others

  • can be both good and bad
  • sell a vision
169
Q

what is colaitional ? (2)

A

developing allies and building coalitions

  • build relationships
  • break down silos and barriers
170
Q

what are 5 potential responses to power?

A
  • compliance
  • blind commitment-without thinking
  • reflective commitment-thoughtful
  • over resistance-rebellion
  • covert resistance-underground
171
Q

what are the 7 dark sides of power in leadership

A

-lose touch with reality
-achieve some values at the expense of other
-for personal gain
-control information flow
-value results over method
-encourage “group think”
exploit others

172
Q

powers twin is..

A

responsibility

173
Q

what are the two big mistakes with power

A
  • abusing your power

- abdicating you power

174
Q

what is a servant leader?

A

is a servant first

175
Q

what is courage? (2)

A
  • the ability to step forward into fear

- the act despite fear

176
Q

what gets in the way of being courageous? (6)

A
  • whistle blowing
  • reporting to..
  • voicing an unpopular opinion
  • stop bullying
  • standing up to peer pressure
  • confronting another person
177
Q

what does courage mean? (6)

A
  • pushing beyond your comfort zone
  • expressing nonconformity
  • saying what you think
  • accepting responsibility
  • asking for what you need
  • fighting for what you beleive
178
Q

can find courage through..(5)

A
  • figuring out what is “right”
  • anchoring to a vision
  • drawing strength from others
  • accepting and welcoming failure
  • using your frustration and anger positively as strength
179
Q

what is servant leadership (4)

A
  • a long-term, transformational approach to life and work
  • a way of being that has the potential to create positive change throughout our society
  • a deeper and better way to lead, but it is never easy
  • a way of leading that takes courage
180
Q

what are four pillars of servant leadership

A
  • put service before self-interest
  • listen first to affirm others
  • listen first to affirm others
  • inspire trust by being trustworthy
  • nourish others and help them grow
181
Q

what are the ten principles characeristics?

A
  1. self awareness
  2. listening
  3. empathy
  4. healing & growth
  5. foresight
  6. conceptualization
  7. persuasion
  8. stewardship
  9. commitment to growth
  10. building community
182
Q

what is self awareness?

A

knowing yourself and commitment to learn more- MBT, values, EI & reflective practice

183
Q

what is listening?

A

difficult, challenge what interferes, seek first to understand, use of questions, empathy silence

184
Q

what is empathy?

A

connection to feelings, genuine presence & understanding

185
Q

what is healing and growth?

A

enable others to act. encourage the heart, reflection

186
Q

what is foresight?

A

vision, forward thinking, planning, understanding power, anticipate consequences

187
Q

what is conceptualization

A

see the big picture, inspire shared vision, see patterns and possibility

188
Q

what is persuasion

A

gently influencing, use power, charisma, invite reflection, share knowledge and experience

189
Q

what is stewardship?

A

holding things in trust for others care of things

190
Q

what is commitment to growth of others

A

bring out best, enable to act, others become servant leaders or followers

191
Q

what is building community?

A

creating a space for other, team, connected relationships, group vision & direction, transformational leadership

192
Q

what are the 6 key points of follwership?

A
  • without followers there are no leaders
  • we are all followers sometimes
  • organizing human effort - hierarchy- always have followers
  • leader-follower relationship -reciprocal, given and take
  • many of the qualities of good followers are the same as good leaders
  • only together can they achieve the vision or goal
193
Q

what are 4 desirable leader traits from the followers perspective

A
  • honest
  • forward-thinking
  • inspiring
  • competent
194
Q

what are 4 desirable follower traits from leaders perspective

A
  • honest
  • cooperative
  • dependable
  • competent
195
Q

what were the four main categories that followers wanted for leaders and fellow follwers?

A
  • desirable leader
  • desirable followers
  • vision &motivation
  • team work
196
Q

what type of power do followers have?

A

personal power
less positional

soft power (expert, referent)

197
Q

what are 5 reasons people follow?

A
  • fear (of retribution or consequences)
  • blind hope(can be desperate)
  • faith in leader (the person)
  • intellectual agreement
  • the vision
198
Q

what are 5 characteristics that make for effective followers?

A
  • assume responsibility
  • serve leader and other followers
  • challenge
  • participate in transformation and change
  • leave when necessary
199
Q

what are the 4 types of followers

A

alienated
conformist
passive
effective/exemplary

200
Q

what is an alienated follower?

A

Mavericks, healthy skeptics, capable but cynical

201
Q

what is a conformist follower?

A

yes people, will work heard at the work; follow direction

202
Q

what is a passive follower?

A

rely on leaders to think for them, require Constance direction

203
Q

what is a effective/exemplary follower?

A

independent, innovative and will ask questions; work well with others

204
Q

what is 4 strategies to help mange your boss?

A
  • be a resource
  • build relationship
  • help the leader be a good leader
  • view the leader realistically
205
Q

transformational leaderships focus on 5 fundamental leadership

A
  • model the way
  • inspire shared vision
  • challenge the process
  • enable others to act
  • encourage the heart
206
Q

what is ethics?

A

standard of behavior and practice that tell su how we ought to act in certain situations. What is the right thing to do?

207
Q

ethics is based on?

208
Q

what does practicing ethically mean?(3)

A
  • standing for something when everyone wants to stand for everything or nothing
  • operating with courage and clarity
  • using reflective, values and practices you bring to bear on the decision
209
Q

ethics helps you deal with issues related to (5)

A
  • managing your power
  • maintaining confidentiality & privacy
  • setting appropriate boundaries
  • promoting justice & fairness
  • practicing competently
210
Q

what is the code of ethics?

A

a set of board-based statement centered around three keep principles

  1. equity & justice
  2. respect for people
  3. personal and professional responsibility
211
Q

what are the three principles the code of ethics is based off of?

A
  1. equity & justice
  2. respect for people
  3. personal and professional responsibility
212
Q

what is the code of conduct?

A

identifies a number of specific ethical issues likely to emerge in a practice setting relating to these three principles and provides further guidance. it does not and cannot cover every possible situation

213
Q

what is a vision?

A

a mental picture of what tomorrow could look like

214
Q

vision does? (4)

A
  • links present to future
  • provides energy & commitment
  • gives meaning to what doing
  • set standards of excellence & integrity
215
Q

vision creates ..

216
Q

what is the foundation to vision?

A

values

  • a value
  • end values
  • instrumental values

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