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Fundamentals of Leadership > Exam 2 11/16 > Flashcards

Exam 2 11/16 Flashcards

1
Q

Task-Oriented Style

A

Task-oriented people are goal oriented
They want to achieve.
Their work is where they find meaning.
Reaching a goal is a positive expression of who they are.

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2
Q

Relationship-Oriented Style

A

Relationship-oriented people find meaning in being rather than in doing.
Instead of seeking out tasks, relationship-oriented people want to connect with others.
They have strong orientation in the present and find meaning in the moment.

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3
Q

Task leadership behaviors facilitate

A

goal accomplishment

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4
Q

Task leader initiates structure by

A

organizing work
defining responsibility
scheduling work activities

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5
Q

Task leader engages in production orientation which stresses

A

The production and technical aspects of the job

The focus is on how the job will be done

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6
Q

Leaders will always be required to exhibit some degree of

A

Task behavior

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7
Q

Relationship leadership behaviors help subordinates feel comfortable with

A

themselves, with each other, and with the situation

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8
Q

Relationship leader behaviors

A

Consideration behaviors
Employee orientation
Concern for people

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9
Q

Consideration behavior builds

A

Camaraderie
Respect
Trust
Regard between leaders and followers

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10
Q

Employee orientation involves

A

Taking an interest in workers as human beings
Valuing their uniqueness
Giving special attention to their personal needs

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11
Q

Concern for people involves

A

Building trust
Providing good working conditions
Maintaining a fair salary structure
Promoting good social relations

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12
Q

Relationship leadership behavior is about three things

A

Treating followers with dignity and respect
Building relationships and helping people get along
Making the work setting a pleasant place to be

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13
Q

A leader’s challenge with task and relationship leadership is to

A

integrate the two in an optimal way

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14
Q

When followers feel uncertain about their roles and responsibilities and want tasks to be clarified

A

task leadership is important

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15
Q

When followers want to be affiliated or connected to others more than they want direction

A

relationship leadership is important

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16
Q

Summarize the leadership snapshot on Mick Wilz

A

dyslexic so showed employees a redesign by showing not telling
relationship-oriented approach

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17
Q

Leadership skills

A

Give people the capacity to influence others

Are a critical component in successful leadership

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18
Q

3 core areas of leadership skills

A

administrative
interpersonal
conceptual

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19
Q

Leadership skills refer to

A

learned competencies that leaders are able to demonstrate in performance

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20
Q

Administrative leadership skill sets

A

Showing technical competence
Managing resources
Managing people

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21
Q

Administrative skills

A

The competencies needed to carry out the purposes & goals of the organization

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22
Q

Administrative skills involve

A

Involve planning, organizing work, coordinating work activities
Allow leaders to accomplish the mundane, but critically important, aspects of leadership

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23
Q

Managing people

A

An effective leader connects with people & understands the tasks, the skills required to perform them, & the overall environment.

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24
Q

Managing people includes helping employees to

A

work as a team
motivate them to do their best
promote satisfying relationships among employees

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25
Q

Portion of Administrative that occupies the most time

A

Managing people

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26
Q

Managing resources

A

requires a leader to be competent in both obtaining and allocating resources
can be money, supplies, equipment, space, etc., anything needed to operate an organization
The ultimate responsibility of resource management rests on the leader.

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27
Q

Showing Technical Competence

A

involves having specialized knowledge about our work
A leader is more effective when he or she has knowledge about the activities subordinates are asked to perform.
A leader is not required to have technical competence in every situation.
AKA Functional Competence

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28
Q

Interpersonal Skills

A

skills—the abilities that help a leader to work effectively with subordinates, peers, & superiors, to accomplish the organization’s goals

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29
Q

Interpersonal skill sets

A

Being Socially Perceptive
Showing Emotional Intelligence
Managing Interpersonal Conflict

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30
Q

Being socially perceptive

A

involves understanding the unique needs, goals, & demands of different constituencies

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31
Q

Being socially perceptive involves having insight into & awareness of

A

what is important to others
how they are motivated
the problems they face
how they react to change

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32
Q

Showing Emotional Intelligence

A 
a person’s ability to understand his or her own & others’ emotions
apply this to life’s tasks
perceive & express emotions
use emotions to facilitate thinking
understand & reason with emotions
manage emotions effectively
33
Q

Emotional intelligence is critical indicator of a manager’s ability to

A

deal with conflict

34
Q

Self-awareness

A

Understanding own emotions

35
Q

Social awareness

A

Recognizing others’ emotions

36
Q

Self-management

A

Regulating own emotions

37
Q

Relationship management

A

Responding to others’ emotions

38
Q

Enhancing Emotional Intelligence

A

work on becoming aware:
of their own emotions
the emotions of others
how to regulate his or her emotions & put them to good use

39
Q

Conflict creates

A

the need for change and occurs as the result of change

40
Q

Conflict

A

is the struggle between two or more individuals over perceived differences regarding substantive issues or relational issues

41
Q

Although uncomfortable, conflict is not

A

unhealthy nor necessarily bad

42
Q

If conflict is managed effectively there is

A

a reduction of stress, an increase in creative problem solving, and improved group relations

43
Q

Conceptual skills

A

involve the thinking or cognitive aspects of leadership, such as concepts and ideas

44
Q

Conceptual skill sets

A

Problem Solving
Strategic Planning
Creating Vision

45
Q

Problem Solving Skills

A

are a leader’s cognitive ability to take corrective action in a problem situation to meet desired objectives

46
Q

Problem Solving Skills include

A

identifying the problem
generating alternative solutions
selecting the best solution from among the alternatives
implementing that solution

47
Q

Strategic planning

A

requires developing careful plans of action based on available resources & personnel to achieve a goal

48
Q

Boal & Hooijberg (2000) suggest that strategic leaders need to have

A

ability to learn
capacity to adapt
managerial wisdom

49
Q

Ability to learn

A

capacity to absorb new information and apply it towards new goals

50
Q

Capacity to adapt

A

being able to respond quickly to changes in the environment

51
Q

Managerial wisdom

A

a deep understanding of people and the environment in which they work

52
Q

Creating vision

A

requires the capacity to challenge people with compelling visions of the future

53
Q

To create vision, a leader needs to

A

set forth a picture of a future that is better than the present
move others toward a new set of ideals & values that will lead to the future

54
Q

Vision

A

a mental model of an ideal future state—“what could be.”

55
Q

Visions imply change & challenge people to

A

reach a higher standard of excellence, giving meaning & purpose to people

56
Q

Ideally visions are shared by

A

the leader & members of the group or organization

57
Q

Covey identifies vision as one of the seven habits of highly effective people

A

They “begin with the end in mind” & have a deep understanding of their goals, values, & mission in life, which provides the basis for everything else they do

58
Q

Loehr and Schwartz stress that people are a

A

“mission-specific species” & their goal should be to mobilize their sources of energy to accomplish their intended mission

59
Q

Kouzes and Posner’s_____ identifies vision as

A

Leadership Practices Instrument

identifies vision as one of the five practices of exemplary leadership

60
Q

Transformational leaders demonstrate vision as

A

one of four factors of performance

61
Q

Charismatic leaders create changes by

A

linking their values & vision to the self-concept of followers

62
Q

Nanus, Zaccaro & Banks suggest visions have five characteristics

A 
A picture
A change
Values
A map
A challenge
63
Q

A picture

A

A vision creates a picture of a future that is better than the status quo—an idea about the future that requires an act of faith by followers.

64
Q

A change

A

Visions represent a change in the status quo, a change toward something more positive in the future.

65
Q

Values

A

Advocating change within an organization requires an understanding of one’s own values, the values of others, and the values of the organization.

66
Q

A map

A

A vision provides people with the map to guide them, to let them know when they are on- or off-track.

67
Q

A challenge

A

A vision challenges people to transcend the status quo to do something to benefit others.

68
Q

Articulating Vision

A

While it is important to have a vision, it is equally important to be able to articulate that vision to others.

69
Q

Leaders need to highlight the intrinsic value of their vision, emphasizing

A

how the vision presents ideals worth pursuing

70
Q

Leaders must adapt their vision to their audience—they need to articulate their visions so that

A

they fit within others’ latitude of acceptance

71
Q

Articulating a vision requires

A

the right language, words that are motivating & inspiring
using inclusive language
inspiring symbols

72
Q

Implementing Vision

A

The leader must model the attitudes, values, and behaviors set forth in the vision—the leader must be the living example of the ideals articulated in the vision

73
Q

Implementing vision is true test of

A

a leader

74
Q

When leaders are seen acting out the vision

A

it builds credibility

75
Q

Implementation requires a leader

A

to set expectations high for others

76
Q

Setting challenging goals

A

motivates people

77
Q

Motivation is fostered when

A

followers (employees) are given specific and difficult goals; Rather than no goals, easy goals, or “do your best” goals

78
Q

10 characteristics of servant leaders

A

Listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, building community

Fundamentals of Leadership (3 decks)

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