Exam 1: 9/30 (100/400 pts) Flashcards

1
Q

What is Leadership?

A

Influencing and facilitating individual and collective efforts to accomplish shared objectives

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2
Q

Managers have subordinates, leaders have____

A

Followers

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3
Q

4 categories of what leaders do

A

Task-oriented
Relations-oriented
Change-oriented
External

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4
Q

4 things involved in Task-oriented leadership

A

Clarifying
Planning
Monitoring operations
Problem solving

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5
Q

4 things involved in Relations-oriented leadership

A

Supporting
Developing
Recognizing
Empowering

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6
Q

4 things involved in Change-oriented leadership

A

Advocating change
Envisioning change
Encouraging innovation
Facilitating collective learning

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7
Q

4 things involved in External leadership

A

Networking
External monitoring
Representing

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8
Q

Leadership Styles (7)

A
Authentic
Servant
Transformational
Transactional
Autocratic
Ethical
Laissez faire
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9
Q

What 3 things determine which Leadership Style is used?

A

The situation
What the leader is capable of
Who the leader is

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10
Q

What 4 things do organizations need to consider, regarding ensuring a pipeline of future leaders?

A

The quantities of leaders needed & from where they will be obtained
The qualities desired in those leaders
Skills and behaviors necessary to implement the business strategy (and also skills and behaviors to create or maintain culture)
Capabilities of multiple leaders to function together (i.e., complementary skills)

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11
Q

Complementary Skills

A

Capabilities of multiple leaders to function together

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12
Q

List 3 dimensions of Leadership, and tell where they come from

A

Skills (can be taught and learned)
Perspective (can be gained and developed)
Dispositions (qualities of mind and character- can come inherently within or developed)

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13
Q

Implicit Leadership Theory

A

An assumption of what a leader is like, a mental model

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14
Q

Why is it important to understand the Implicit Leadership Theory?

A

Because acceptance of someone as a leader is only possible when there is a match between our leader prototype and our perceptions of the person aspiring to lead

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15
Q

We have “expectations” of what a leader worthy of influence will be like and so….

A

To the extent that these expectations are met, individuals are afforded influence

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16
Q

5 Cultural Dimensions

A
Power Distance
Individualism vs. Collectivism
Masculinity vs. Femininity
Uncertainty Avoidance
Long-term vs. Short-term Orientation
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17
Q

6 GLOBE dimensions of culturally endorsed implicit leadership (CLT)

A
Charismatic/value based
Team oriented
Self-protective 
Participative
Humane orientation
Autonomous
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18
Q

6 steps in the Evolution of Leadership

A
Trait Approach
Behavior Approach
Situational Approach
Relational Approach
“New Leadership” Approach
Emerging Leadership Approaches
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19
Q

6 things leadership can be explained as

A
Trait
Ability
Skill
Behavior
Relationship
Influence Process
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20
Q

Leadership as a Trait

A

Each of us has unique leadership traits

We all born with certain traits that we can modify and change

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21
Q

Successful leaders often possess high degrees of these traits

A

Drive, Honesty and integrity, Leadership motivation,

Self-confidence, Cognitive ability, Knowledge of the business, Creativity, Flexibility

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22
Q

Leadership as an Ability

A

It means you are able, you have the capacity. It is a natural capacity but can also be learned.
We can develop our abilities through hard work and practice

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23
Q

Leadership as a Skill

A

It means you know how to do something, that you are competent. If we can learn from experience, we can acquire leadership

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24
Q

Leadership as a Behavior

A

It is about the actions of leaders. Leadership requires task and process behaviors. Effective leaders combine these two behaviors in the optimum way

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25
Q

Leadership as a Relationship

A

Centered on communication between leaders and followers. Not linear but an interactive process

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26
Q

Leadership as an Influence Process

A

A process whereby an individual influences a group to achieve a common goal. Interactive event. Leaders affect followers. Stressing common goals gives an ethical dimension to leadership

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27
Q

Global Leadership Attributes

A

Different views of leadership exist in other parts of the world, however, there are some universally accepted positive and negative leadership characteristic.

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28
Q

List some positive and negative Universal Leadership Attributes

A

Positive: Trustworthy, positive, intelligent, dynamic, plans ahead, motivated, decisive, honest, encouraging
Negative: Loner, irritable, ruthless, non-cooperative, egocentric, asocial

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29
Q

Leadership vs. Management

A

Managers: doing things right
Leaders: doing the right things

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30
Q

Effective Leadership

A

Intentional and creates change for the common good

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31
Q

How you think about leadership will influence___

A

The way you practice leadership

32
Q

The Big Five Personality Dimensions

A
Extroversion
Agreeableness
Conscientiousness
Emotional Stability
Openness to Experience
33
Q

Proactive Personality

A

Action-oriented person who shows initiative and perseveres to change things

34
Q

External Locus of Control

A

One’s life outcomes attributed to environmental factors such as luck or fate

35
Q

Internal Locus of Control

A

Belief that one controls key events and consequences in one’s life

36
Q

Emotional Intelligence

A

Ability to manage oneself and interact with others in a constructive way

37
Q

Personal Competence

A

Self-Awareness

Self-Management

38
Q

Self-Awareness

A

Emotional self-awareness
Accurate self-assessment
Self-confidence

39
Q

Self-Management

A
Emotional self-control
Transparency
Achievement
Initiative
Optimism
40
Q

Social Competence

A

Social Awareness

Relationship Management

41
Q

Social Awareness

A

Empathy
Organizational awareness
Service

42
Q

Relationship Management

A
Inspirational leadership
Influence 
Developing others
Change catalyst
Conflict management
Building bonds
Teamwork and collaboration
43
Q

Myers-Briggs Type Indicator Categories (and explanations)

A

Extroversion/Introversion: How one re-energizes
Sensing/iNtuiting: How one gathers information
Thinking/Feeling: How one makes decisions
Judging/Perceiving: How one orients to the outer world

44
Q

Strengths

A

An attribute or quality of an individual that accounts for successful performance

45
Q

Positive psychology

A

The “scientific” study of what make life most worth living

The discipline of psychology researching what’s right with people and their positive attributes

46
Q

Equation for developing strength (Gallup)

A

Talent x Investment

47
Q

Talents are not strengths, but

A

They provide the basis for developing strengths when they are coupled with knowledge, skills, and practice

48
Q

What is Gallup’s StrengthFinder Profile

A

A 177 item questionnaire that identifies areas where you have the greatest potential to develop strengths

49
Q

Four domains of leadership strength

A

Executing, influencing, relationship building, and strategic thinking

Effective teams possess broad groupings of strengths and work best when all four domains of leadership strength are represented on their teams

50
Q

Values in Action (VIA)

A

Engaged in a project to develop a framework for the field of positive psychology that defined and conceptualized character strengths.
Includes 24 strengths organized under 6 basic virtues

51
Q

6 universal core virtues

A

Courage, justice, humanity, temperance, transcendence, and wisdom

52
Q

Compare/Contrast StrengthsFinder and VIA

A

The strengths identified by the StrengthsFinder are more closely tied to the workplace and helping individuals perform better, while VIA strengths are focused more directly on a person’s character and how they can become more virtuous

53
Q

Centre for Applied Positive Psychology (CAPP)

A

CAPP researchers created a more dynamic model of strengths that emphasizes the changing nature of strengths.
CAPP argued that strengths are more fluid than personality traits and can emerge over a lifetime through the different situations we experience.

54
Q

Realise2

A

The questionnaire CAPP uses, assesses 60 strengths in relationship to three dimensions of energy, performance, and use

55
Q

Realise2 Quadrant Model

A

Realized strengths
Unrealized strengths
Learned behaviors
Weaknesses

56
Q

Realized strengths

A

Personal attributes that represent our strongest assets. We are energized when we use them. Maximize their use

57
Q

Unrealized strengths

A

Personal attributes that are less visible. We feel good when we tap into them because they support our efforts. Marshal their use

58
Q

Learned behaviors

A

Ingrained things that we have learned throughout our life experience. Although valuable, they do not excite or inspire us. Moderate their use.

59
Q

Weaknesses

A

Our limiting attributes. They often drain our energy and result in poor performance. Minimize

60
Q

Fostering a Positive Strengths-Based Environment

A

To create and promote a positive work environment in which people’s strengths play an integral role

61
Q

Organizations that create positive work environments have a

A

Positive physiological impact on employees which in turn impacts performance

62
Q

Leaders who want to create a positive work environment should attend to four areas

A

Climate, relationships, communication, and meaning

63
Q

Assumptions of Theory X

A
  1. People dislike work & will try to avoid it.
  2. People need to be directed & controlled.
  3. People want security, not responsibility.
64
Q

Assumptions of Theory Y

A
  1. People don’t inherently dislike work; doing work is as natural as play.
  2. People will show responsibility & self-control toward goals to which they are committed.
  3. People accept & seek responsibility.
65
Q

3 Styles of Leadership (Lewin, Lippitt, & White)

A

Authoritarian
Democratic
Laissez-faire

66
Q

Authoritarian Style

A

Like Theory X, Authoritarian leaders perceive subordinates as needing direction.
Authoritarian leaders exert influence & control over group members.
Communication is top-down.
The agenda is set by the leaders.
Praise/criticism is given freely, but it is based on personal standards.

67
Q

Outcomes of Authoritarian Style

A

Positive Outcomes:
Efficient & productive
More can be accomplished in a short period of time
Negative Outcomes:
Fosters dependence, submissiveness, & decreases individuality
Can create hostility & discontent

68
Q

Democratic Style

A

Resembles assumptions of Theory Y
Subordinates are capable of working on their own
Leader works with subordinates & treats them in an egalitarian manner
Leader does not speak down to group members; rather, they speak on the same level

69
Q

Outcomes of Democratic Style

A

Positive Outcomes:
Greater group member satisfaction, commitment, & cohesiveness
More friendliness, mutual praise, & group mindedness
Stronger worker motivation & greater originality
Negative Outcomes:
It takes more time & commitment than authoritarian leadership
Can result in inefficiencies & lower productivity

70
Q

Laissez-Faire Style

A

Dissimilar to both Theory X & Theory Y— typically considered to be nonleadership
The leader is nominal & only engages in minimal influence
Literally takes a “hands off” attitude
The leader does not try to influence or control the group

71
Q

Outcomes of Laissez-Faire Style

A
Very few, if any, positive outcomes
Negative outcomes:
Very little accomplished
Group members feel directionless
Group members become unmotivated & disheartened
72
Q

Transactional Leaders

A

Motivate their followers in the direction of established goals by clarifying role and task requirements

73
Q

Transformational Leaders

A

Inspire followers to transcend their own self-interests for the good of the organization

74
Q

Transformational, bottom line

A

Creativity, Goals, Vision

75
Q

How Charismatic Leaders Influence Followers

A

Articulate an appealing vision
Communicates a new set of values
Model behaviors for those values
Express dramatic behavior

76
Q

Servant Leadership

A

Emphasizes the relevance of achieving social responsibility and employee engagement by meeting the needs of followers
servant leaders is that they go beyond self-interest to create opportunities for the followers’ growth
servant leaders are primarily stewards that are committed to engendering trust of followers, as well as to being accountable to their followers

77
Q

Authentic Leadership

A

Authentic leaders know who they are, what they believe in and value, and act on those values and beliefs openly and candidly

  • create trust
  • encourage open comm
  • driven by sense of morality