Competencies

Question 1

Competencies

Answer 1

Measurable or observable knowledge, skills, and other characteristics critical to successful job performance- fill this gap

Question 2

Name the 9 Competencies

Answer 2

Leadership & Navigation, Ethical Practice, Diversity Equity & Inclusion, Business Acumen, Relationship Management, Consultation, Analytical Aptitude, Communication, Global Mindset

Question 3

Leadership style; Coercive

Answer 3

Leader imposes a vision or solution on a team and demands that the team follows this directive.

Question 4

Leadership Approach; Authoritative

Answer 4

The leader imposes a bold vision and invites the team to join the challange

Question 5

Leadership Approach; Affiliative

Answer 5

The leader creates strong relationships with and inside the team, encouraging feedback.The team are motivated by loyalty.

Question 6

Leadership Approach; Democratic

Answer 6

The leader invites folders to collaborate and commit to acting by consensus.

Question 7

Leadership Approach; Pacesetting

Answer 7

The leader sets a model for high performance standards and challenges fillers to meet these expectations

Question 8

Leadership Approach; Coaching

Answer 8

The leader focuses on developing team members skills, believing that success comes from aligning the organization’s goals with the employees personal and professional goals

Question 9

Mentoring

Answer 9

Helps the employee to navigate and understand the organization, which in turn can help determine a career path. Helps to develop self-awareness, empathy, confidence, respect for others, and relationship building skills.

Question 10

Trait Theory

Answer 10

Leaders have a certain characteristic that followers do not possess( and probably can’t acquire)such as physical characteristics (ex. Strength or stamina) and personality traits (ex. Decisiveness or integrity).

Question 11

Behavior Trait

Answer 11

Leaders influence group members through certain behaviors

Question 12

Blake Mouton Theory

Answer 12

Leadership involves managing:
*Task
*employees

Question 13

Name the 5 types of Managers

Answer 13

Country Club Manager-create a secure atmosphere and trust individuals to accomplish goals avoiding punitive action as to not jeopardize relationships.
Impoverished Manager- delegates and disappear- they are detached- creates a power struggle
Authoritarian -expect people to do what they are told without question- tend not to foster collaboration
Middle of the Road- get the work done but are not considered leaders.
Team Leaders- lead by positive example foster a team environment

Question 14

Situational Theory

Answer 14

Allows leadership to flex their behaviors to meet the needs of unique situations

Question 15

Hersey-Blanchard Situational Leadership

Answer 15

Leaders adapt their behaviors the evolving need of team members
*Telling- when a EE is not yet motivated
Selling-when the increasingly competent EE still needs focus and motivation
*Participating- when competent workers can be included in problem solving and coaching on higher skills
*Delegating - when very competent leaders can benefit from greater levels of autonomy and self direction

Question 16

Fielders Contingency Theory

Answer 16

Leaders change situations to make it more favorable more likely to produce good outcomes
* Situation Favorableness - strong team
*Unfavorable -

Question 17

Path Goal Theory

Answer 17

Leaders coach & develop, this behavior help the EE stay on track toward their goals

Question 18

Emergent Theory

Answer 18

Leaders that are not appointed but emerge from the group

Question 19

Transactional Leadership

Answer 19

Emphasizes on order and structure, commonly found in the military and large and multinational organizations

Question 20

Transformal Leadership

Answer 20

Emphasizes a leaders ability to inspire to embrace change, they encourage and motivate their EE’s toinnovate in their work, to seek out change that add value and growth to the Organization.