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Leadership Foundations Modual 1 & 2 > Exams > Flashcards

Exams Flashcards

1
Q

What is Implementing a Vision

A
  • Requires a huge deal of effort by the leader over a long period of time
  • Leaders must be role models of the attitudes, values, and behaviour for the vision aka a living example
  • setting high-performance expectations for others
  • is a step - by step process
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2
Q

Explain Interpersonal Skills

A
  • abilities that help a leader work effectively with followers to accomplish a shared goal
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3
Q

Explanin Conceptual Skills

A
  • working with concepts, ideas, thoughts or cognitive aspects of leadership and are critical to such things as creating a vision or strategic plan for an organization
  • communicate the ideas that shape the goals and mission to solve the problem
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4
Q

What is Conceptual Skills in the matters of problem solving and the 4 steps

A
  • the ability to take corrective action in a problem situation in order to meet the goal
  • “how can it be fixed”
    1. include identifying the problem,
    2. creating alternative solutions
    3. selecting the best solution,
    4. implementing that solution
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5
Q

What is Conceptual Skills in the matters of Strategic Planning

A
  • consider ideas to develop effective strategies for a group or an organization
  • requires developing careful plans of action based on the available resources and personnel to achieve a goal
  • is planing a plan of action for the wanted goal
  • can increase the likelihood of reaching their goals
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6
Q

What is Conceptual Skills in the matters of Creating a Vision

A
  • a leader needs to be able to set forth a picture of a future that is better than the present and move others toward a new set of ideals and values
  • articulate the vision and engage others in its pursuit.
  • needs to be able to implement the vision and model the principles set forth in the vision
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7
Q

Whats the difference between a trait and a skill

A

Traits are inherit
Skills are learned abilities

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8
Q

How can a leader become better

A
  • improving their skills in each area of administrative, interpersonal, and conceptual skills
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9
Q

What is a Vision

A
  • a mental model
  • future state
  • the thought of what could be
    KEY FACT: our thoughts influence our actions
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10
Q

What could happen if a goal is to big or small

A
  • If it is too demanding, it will be rejected
  • If it is not demanding enough, it won’t be motivational
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11
Q

Trait theories

A

ait Theories
Focus on defining the natural qualities and characteristics possessed by widely revered social, political and military leaders such as Moses, Mohandas Gandhi, etc.

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12
Q

behaviour theories

A
  • what leaders do and how they act
  • How mangers use tasks and relationship behaviours in the organization setting
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13
Q

situational theories

A
  • In different situations, they call for different types of leaderships
  1. Path-goal theory defines how leaders use employees motivation and use that to greaten their performance and satisfaction
  2. Contingency theory examines the match between the leaders style and specific situational variables
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14
Q

relation theories

A
  • Examines the reaction between leader and followers
    -Evolved into the Leader Member Exchange (LMX), which predicts that a high-quality relation will generate a more positive leader come, then a lower quality one
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15
Q

what is “New Leadership” Approaches

A
  • Generated visionary or charismatic leadership theories
  • Developed leadership as a process that changes people and organizations
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16
Q

Emerging Leadership Approaches

A

A diverse range of approaches to leadership is emerging during the 21st century:

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17
Q

Adaptive leadership

A
  • analyses the ways in which leaders assist followers in solving issues,
  • overcoming obstacles, and adapting to change.
  • leaders should support others in problem-solving and adapting to change rather than tackling the current issues.
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18
Q

Authentic leadership

A

is a method that examines a leader’s authenticity and their leadership, and it is now generating a lot of interest.

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19
Q

Spiritual leadership

A

examines how leaders inspire followers by utilising ideals, a sense of “calling,” and membership to motivate

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20
Q

Servant leadership

A
  • focuses on the “caring principle,” with leaders acting as “servants” who attend to the needs of their followers in order to assist those followers in becoming more independent, knowledgeable, and servant-like themselves.
  • Hold different values than other types of leaders: Trust, Appreciation of Others, Empowerment
  • NOT ABOUT GIVING OTHERS WHAT THEY WANT; it is about giving other what they NEED
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21
Q

Gender-based studies

A
  • see how one’s gender impacts and differentiates one’s leadership ,
  • women continue to dominate the workforce, especially globally, have acquired great popularity.
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22
Q

ethical leadership

A
  • has been thought about for millennia in terms of a leader’s character, duties, decision making, and decision outcomes.
  • It has recently come to center stage out of concern about dishonest or unethical behavior occurring within organizations and professions.
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23
Q

Connective leadership

A
  • developed by Lipman-Blumen (2000)
  • recognizes that there are connections and interdependence between individuals and groups with diverse—and potentially conflicting—backgrounds, talents, and agendas.
  • Connective leaders identify the mutual concerns and needs of diverse groups - help them to come together to develop understanding of one another and work toward mutual goals using a productive, collaborative approach.
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24
Q

Leadership as a Trait

A

Trait: defining a quality of a person, can be often inherited
Eg. Intelligent, alert, responsible, persistent, social, self-confident, logical, Helpful, optimistic
- NEED TO HAVE THE RIGHT TRAITS FOR A SITUATION

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25
Q

Leadership as an Ability (can do something)

A
  • Ability: the nature capacity to do something; can also be strengthened
  • We have the capability to develop out abilities through hard work and practice
  • Things that we can do
  • A NAUTRAL ABILITY THAT CAN BE LEARNED
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26
Q

Leadership as a Skill (can do something WELL)

A
  • Skill: understanding how to do something; being competent
  • Leadership becomes available to everyone
  • If we can learn, we can acquire leadership
  • You can lead if you put in the time and work to learn and sharpen your skills
  • COMPETENCY THAT CANE BE STRENGTHENED THROUGH EXPERIENCE
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27
Q

Leadership as a Behaviour

A
  • Behaviour: What a person does
    -Task behaviour: focus on getting the job done
  • Relationship task: focus on building others comfort in a group and or in a situation
  • Effective leadership’s combine these two behaviour in an optimum way
  • NEED TO KNOW HOW TO BEHAVE
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28
Q

Leadership as a Relationship

A
  • a process of collaboration
  • Unusual way of think of leadership
  • Focuses on the communication between leaders and followers, rathe a leader alone
  • Leaders work with others followers
  • Mutual purpose imply an ethical dimension: it’s not about the leaders goals
  • AN INTERARTIVE PROCESS; LEADERSHIP NOT RESTICTED TO THE FORMALLY DESIGNATED LEADER
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29
Q

Leadership as an Influence Process

A
  • Defined “ a process whereby an individual influence a group of individuals to achieve a common goal” (Northouse, 2021, p.6)
  • Common goals: ethics
  • Group of individuals: diversity
  • COMBINES ALL OF THE APPROACHS
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30
Q

Dark Side of Leadership

A
  • Recognizes that If we have influence on people what is stoping use from using that in a negative way?
  • A leader skeeing out personal rather than common goals
  • Followers are left worse off: your not helping them
  • occurs when leaders act in a non-positive, toxic, or destructive manner
    E.g., struggling to give constructive feedback
    E.g., violence
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31
Q

What allows for it dark leadership to happen?

A

The leader is destructive
The followers are susceptible
The environment is conducive (e.g., no checks/balances, rules)

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32
Q

Stopping or Slowing Bad Leadership

A

Bad Leadership has negative, sometimes even deadly, effects on society

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33
Q

what are the two general ways leaders can be “bad”

A

Unmotivated / Hatred
Unorganized

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34
Q

What are the types of Bad Leadership?

A
  • Ineffective: Fails to produce the desired change; DUE to something they lack or inappropriate strategies/tactics
    (The goal is not achieved, because the leader did not have the right traits/abilities/skills/behaviours)
  • Unethical: character issues; right vs wrong
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35
Q

how is bad leadership created

A
  • by a pattern of behaviour not a single incident
  • Mistakes happen, but repeated mistakes are a pattern
  • leaders focus on a personal goal
  • Leadership as a relationship and process focus on a common goal
  • Simplistic to believe leaders lead only for the common good
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36
Q

what are the contents of Ineffective leaders

A
  • Incompetent: Lack the will and skill to sustain effective action
  • Rigid: Are stiff and unyielding; may be competent but are unwilling or unable to adapt
  • Intemperate: Lack self-control
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37
Q

what are the contents of Unethical leaders

A
  • Callous: Are uncaring or unkind; ignores the needs, wants, and wishes of others (especially subordinates)
  • Corrupt: Lie, cheat or steal. More than usual, put self-interest above public interest
  • Insular: Minimize the well-being of “others” – those outside the group/organization
  • Evil: Commit atrocities; use pain as an instrument – can be slight, severe, physical, psychological.
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38
Q

What can be done about bad leadership FROM A LEADERS VIEW OF SELF HELP

A
  • Limit your power
    -share your power
  • get real, stay real
  • stay balanced
  • Remember the mission
  • be creative and reflective
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39
Q

What can be done about bad leadership FROM A LEADERS VIEW WORKING WITH OTHERS

A
  • establish a culture of openness where diversity are encouraged
  • avoid group thinking
  • get reliable & complete information
  • establish a system of check and balances
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40
Q

What can be done about bad leadership FROM A FOLLOWER VIEW SELF HELP

A
  • empower yourself
  • be skeptical
  • pay attention
  • be loyal to the whole
  • take a stand
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41
Q

What can be done about bad leadership FROM A FOLLOWER VIEW WORKING WITH OTHER

A
  • find allies
  • ensure the punishment fits the crime
  • take collective action
    -develop your own sources of information
  • hold leaders to account
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42
Q

Leadership and Vision -Who needs a vision

A

Individuals
Groups
Organizations
Society

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43
Q

what are the 5 characteristics of vision

A
  • a PICTURE of what the future could look like
  • An emphasis on CHANGE AND CHALLENGE
  • Incorporates VALUES: the leaders, others, and the organization
  • Provides a ROAD MAP for future
  • Link the PRESENT TO THE FUTURE
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44
Q

what are the Characteristic A Picture

A
  • where an individual, group, organization, society, and or, should be going
  • A future that is better than the status quo: more productive, confirming, or inspiring
  • Requires an act of faith by followers
  • Important: sometimes the picture is clear; sometimes it is only a general direction and the final picture emerges later
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45
Q

what are the Characteristic Change & Challenge

A
  • moving away from the state quo toward something better
    What needs to change to get there?
    Rules
    Procedure
    Goals
    Behaviours
    Values
    Rituals
    Change is hard; expect resistance
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46
Q

what are the 3 kinds of leaderships values?

A
  1. ethical values
  2. modal values- means or actions a leader takes
  3. end values- outcomes or goal a leader seeks to achieve
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47
Q

what is the transformational leadership theory

A

a theory that describes leadership as a process that changes people and organization

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48
Q

what is the trait approach?

A

an approach to leadership research that focuses on identifying that innate qualities and characteristics POSSESSED BY INDIVIDUALS

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49
Q

what is the difference between the trait approach and the “great man’ theories”?

A

is a theories ia “great social, political, and military leaders”

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50
Q

What is leader-member exchange theory?

A

conceptualizes leadership as a process that is centred on the interactions between leaders and followers

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51
Q

What is emotional intelligence?

A

-concern with a persons ability to understand their own and others emotions, then to apply this understanding to lifes task
- the ability to perceive and express emotions, to use emotions to facilitate thinking, and to manage emotions effectively within oneself and in relationships with others

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52
Q

What is relationship (process) behaviour

A

Behaviours used by leaders that help group members, feel comfortable with themselves, with each other, with situations in which they find themselves

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53
Q

What is path goal theory?

A

A leadership theory that examines how leaders use employee motivation to enhance performance and satisfaction

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54
Q

what is leadership

A

A process, whereby an individual influences a group of individuals to achieve a common goal

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55
Q

What is relationship approach?

A

approach to leadership research that examines the nature of relationships between leaders and followers

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56
Q

What are the 5 common an important basis of power?

A
  1. referent power
  2. expert power
  3. legitimate power
  4. reward power
  5. coercive power
    Power= capacity to influence or affect others
    Leaders have the power to affect other’s beliefs, attitudes and behaviors
    This power types could be used in an unethical manner
    More types of power = more capacity to influence, may lead to abuse of power
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57
Q

What are the 6 factors of ethical leadership?

A
  1. the CHARACTER of a leader
  2. the ACTIONS of a leader
  3. the GOAL of a leader
  4. the HONESSTY of a leader
  5. the POWER of a leader
  6. the VALUES of a leader
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58
Q

What are the seven types of emerging leaderships approaches?

A
  1. adaptive
  2. authentic
    3.connective
  3. ethical
  4. gender-based studies
  5. servant
  6. spiritual
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59
Q

what factors create someones values? (2 answer; k&k 1995 or Massey 1979) - from th Russell reading

A

For K&K:
1. Family and childhood experience
2. Conflict events which invoke self discovery
3. Major life, changes, and experiential learning
4. Personal relationships with “important “individuals

For Massey:
1. Family
2. friends
3. religion
4.education
5. the media
6. geographic roots
7. technology
8. curent events

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60
Q

what is the contingency theory?

A

A leadership theory that focusses on the match between the leaders style and specific situational variables

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61
Q

What is a trait and what are the 6 most important and leadership?

A

A trade distinguishes, personal quality that is often inherited
1. Intelligence
2. Confidence
3. Charisma
4. Determination
5. Sociability
6. Integrity

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62
Q

What are the 7 ways in which values affect leader?

A
  1. Values affect, leaders, perception of situations
  2. Litres of values affect the solution they generate regarding problems
  3. Values play a role in interpersonal relationships
  4. Values influence, perceptions of individuals and organization success
  5. Values provide a basis for ethical and unethical behaviour differentiating between
  6. Values affect the extent to which leaders, except or reject organizational pressures and goals
  7. Personal values may also affect managerial performance
63
Q

Who are the 6 Leaders discussed in chapter 2?

A
  1. Harriet Tubman, Winston, Churchill, Mother Theresa, Bill Gates, Oprah Winfrey, LeBron James
64
Q

What are the 8 attributes of servant leadership? Russell reading

A
  1. Vision
  2. credibility
  3. trust
    4.service
    5.modelling
    6.pioneering
    7.appreciation of others
  4. empowerment
65
Q

What are the “big five” personality factors?

A

Broad categories of personality traits
1. Openness
2. conscientiousness
3. extraversion
4. agreeableness
5. neuroticism

66
Q

What is the behavioural approach?

A

An approach to leadership research that focusses on behaviour and examines the leaders do and how they act

67
Q

what is a task behaviour?

A

Behaviour used by leaders to get the job done

68
Q

What is a theory?

A

Includes a set of hypothesis, principles, or laws that explain a given phenomenon

69
Q

What is an approach?

A

General way of thinking about a phenomenon like necessarily based on empirical research

70
Q

Vision in practice requires two things which are….

A

Communication and actions

71
Q

What are interpersonal skills in terms of being socially, prospective (BSP), showing emotional intelligence (DEI), and managing interpersonal problems

A

BSP- how your thoughts, ideas, different relate to other displaying emotional intelligence, awareness of others needs/want, knowing skills need to work well with others

DEI- ability to understand your emotions, others, how they impact others, get info in your actions

MIC- conflicts well happen, not always problematic, complex but can be done

72
Q

what is articulating a Vision

A
  • a leader needs to explain at describe - the vision to others
  • needs to fit within others acceptance by adapting the vision to the audience
  • highlights the values of vision by showing how important it is, can lead to others find their own worth
  • vision is something bigger then the group and needs the right language, symbols that are motivating, must be inclusive
73
Q

what is vision

A

a mental model of an idea future state
- offers a picture of what could be
- it’s created by a leader or a team
- what can people do to achieve their visions

74
Q

what are the 3 leadership skills we looked and their categories (there are 9)

A

ADMINISTRATIVE: managing people/resources, showing technical competence

CONCEPTUAL: creating visions, strategic planning, problem solving

INTERPERSONAL: being socially perceptive, showing emotional intelligence, managing interpersonal conflict

75
Q

Leadership skills refer to….

A
  • Learn concepts, that leaders need to demonstrate in performance
  • give people the capacity to influence others
    -critical component, and a successful leader
  • we can learn we can acquire the skills
76
Q

How to implant vision?

A
  • values
  • behaviours
  • Live by example
  • set high expectations and goals to motivate
  • walk the talk
77
Q

What are administrative skills?

A
  • competencies a leader needs to run an organization - to carry out the goal/purpose
  • invokes planning, organizing work, giving right task to right people, and making work activities
78
Q

What is administrative skills in terms of managing people/resources, showing technical competence

A

MANGAING PEOPLE: Connect with people, understand task to be done, requires a good work space and abilities to help employees to work as a team, communicate properly with everyone

MANGING RESOURCES: spend time addressing resources issues, includes people, money, space, etc., need to obtain/allocate resources and get them to a wide range of activity that benefits organization

TECHINCAL COMPETENCE: have specialized knowledge about the work, or ask others to do, understand how a company works and the aspects
KEY FACT: NO ONE IS REQUIRED TO BE COMPETENT IN ALL OF LIFE

79
Q

What are the characteristics of Incorporates Values

A
  • Defined: things such as ideas, beliefs, modes of action, etc, are fundamentally important to us
  • If it’s going to be hard, we’re going to need intrinsic motivation: values
  • Common goals
  • Not just ours, what do other values
80
Q

What are the characteristics of road map

A
  • ideal future state = the mountain you want to climb
  • You can climb it in a day
  • What milestones will be on your path?
  • What do you need to get to the top?
81
Q

what does a Road map do for the future

A
  • A map to guide people
  • Let them know when they are on or off-track
  • Gives people meaning and purpose
  • Easier for people to identify with the organization
82
Q

Values help…

A

-Our core bailed of what is important
- Shaped by our past life experiences
- Shape our current thoughts and actions

83
Q

values as thoughts

A

value shape our perceptions ( how we think) of
a) a specific situation
b) how to manage a specify situation
c) what is right and wrong (ex; ethics)
d) what success looks like

84
Q

values as actions

A

our thoughts shape our actions in terms of
a) how we interact with others
b) how we react under pressure
c) how we person

85
Q

clarifying to inspire allow leaders to…

A

Share our values
Influence others vales
Model behaviours

86
Q

how to problem solve

A

Rational Model of Problem Solving
1. Identify the Problem
2. Generate alternative solutions
3. Select the best solutions
4. Implement the solution

87
Q

what is intelligence

A
  • Good reasoning ability, and language and perceptual skills
  • Good thinkers = good leaders
  • It is hard to change our intelligence quotient (IQ) but possible
  • Obtain knowledge
  • Learn about your $ environment
  • Use the information to become better leaders
88
Q

what is sociability

A
  • establish pleasant social relationships
  • Friendly, outgoing, courteous, diplomatic
  • Sensitive to others & cooperative
  • Easier for some, but sociability can be built
  • Try to get along with others
  • Be friendly, kind & thoughtful
89
Q

what is confidence

A
  • Feeling positive, strong, and secure about yourself
  • Your ability to succeed (and learn)
    How to build confidence
  • Ask questions to understand expectations
  • Find mentors you can observe and learn from
  • Practice (everyone can do this
90
Q

what is determination

A
  • Focused and attentive to the task
  • Knows where to go and how to get there
  • The decision to get it done
  • Easiest for leaders to acquire? (Maybe)
  • Clarify goals
  • Articulate vision
  • Encourage others to stay in the courses
91
Q

what is charisma

A
  • Magnetic charm and appeal that gives leaders exceptional powers of influence
  • Not a common personality trait, BUT it can be acquired
  • Strong verbal communication skills - energy
  • Live your values
  • Create and share visions for yourself and others]Remember people’s names
  • Eye contact
  • Practice, practice, practice
92
Q

what is the dark side of charisma

A

Some people think of charisma as “emotional manipulation”
- A tendency for followers to think emotionally, not logically
Ex: Hitler, Jordan Belfort (Wolf of Wall Street)

93
Q

what is integrity

A
  • Honest, trustworthy with strong principles
  • Inspires confidence through creatingtrust
  • Loyal, dependable, transparent
  • To increase integrity—be honest & open
94
Q

what are the ethical factor of value

A

Ethical values – similar to character
Modal values – means or actions a leader takes
End values – goals a leader seeks to achieve
The Leadership Challenge: How to be faithful to your values, while also being sensitive to other’s values, and pursue a common good? ex: big sister

95
Q

what is the ethical factor of honesty

A
  • Act with honest and integrity
  • Very important for leaders, yet challenging
  • Can be more complex than telling “the truth, the whole truth, and nothing but the truth”
  • Honest and truthfulness
  • Connections to: social perception, emotional intelligence, and managing conflict
96
Q

what is the ethical factor of character

A
  • What helps you live by your values, even when it is tempting/challenging to do so
  • Can be developed over time
  • Practices strengthening your vales
97
Q

what are the 6 pillars of Character

A
  • Trustworthiness- A variety of qualities like honesty, integrity, reliability and loyalty
  • Respect- No ethical duty to hold people in high esteem, but treat with respect
  • Responsibility- Be accountable, pursue excellence, use self-restraint
  • Fairness- A balanced standard of justice, separate from emotions
  • Caring- Be concerned about the welfare of others
  • Citizenship- give more than you take
98
Q

what are the 3 ethical standards

A
  1. show respect - value others ideas, affirm them as unique human beings
  2. serve others- promote the best interest of others
  3. show justice- equal treatment, MUST have fairness
99
Q

what is the ethical factor of goals

A
  • important step for a ETHICAL LEADR IS IDENTIFYING AND PURSING GOALS

Goals need…
- The interests of others in the group or organization
. The interests of the community
. The larger culture in which they work
- should be agreed by everyone

100
Q

what is task style leadership

A

FOCUSED ON:
Achieving goals
Getting the task done
Structuring work and timelines
Defining responsibilities
Concerned with productivity AND task performance

101
Q

when does task style leadership occur

A

anytime the leader is doing something that assist the group in reaching its goal. Examples
Setting agenda
Setting standards
Setting norms
Policy decisions
Setting workloads
Setting goal

102
Q

what is relationship style leadership

A

FOUCS:
Treating followers with dignity and respect
Building relationship; helping people get along
Making the workplace a pleasant place to be

103
Q

when does relationship style leadership occur

A

anytime the leader is doing something that something that builds relationship. Examples?
Interrupt work to talk
Learning names (L-F;F-F)
Create a positive environment
Showing respect
Fair salaries
Promote social relations

104
Q

what are some FYI about Task and Relationship style leaderships

A

Relationship-oriented
- Consideration
- Employee orientation
- Concern for people
- Find meaning in being

Tak-oriented
- Initiating structure
- Production orientation
- Concern for production
- Find meaning in doing

105
Q

what are a few personal styles in the form of leadership

A

TASK STYLE
- do you make to-do list?
- urge others to focus on the work at hand?

RELATIONSHIP STYLE
- try to make work fun?
- help members get along?

106
Q

what do the X, Y Theory all have in common?

A
  • Define each theory (“what”): Assumptions about employees and human behaviour
  • Understand the consequences of each theory (“so what”): Positive and negative
  • Recognize situation where each theory is the most appropriate (“when”): Situational leadership
107
Q

what is Theory X

A

Assumptions:
- LEADERS as responsible for organizing resources
- PEOPLE does not like work, resist work; and need to be controlled, rewarded, punished, and persuaded to be productive.

TOGETHER LEADRS NEED TO : CONTROL INDIVIDUALS ACTIONS, DIRECT THEIR EFFORTS AND MODIFY THEIR BEHAVIOUR

People…
Work as little as possible
are inherently self-centred and indifferent to organizational needs
are resistant to change
are gullible, not very bright
want security, not responsibility

108
Q

what is Theory Y

A

Assumptions:
- LEADERS as responsible for organizing resources
- PEOPLE DO NOT dislike NOR resist work; if this is true, it’s their experiences that have made the this way…

PEOPLE: find work as natural play; will show responsibility and commitment to goals; and will learn to accept and seek responsibility

TOGETHER LEADRS NEED TO: CREATE CONDITIONS SO PEOPLE CAN REACH GOALS (E.G., REMOVE OBSTACLES AND PROVIDE GUIDANCE).

FOLLOWERS WANT LEADERSHIP

109
Q

what is leadership styles

A
  • Driven by your leadership philosophy
  • You can (and probably should) use multiple styles in any situation
    -They are not exclusive
  • A little bit of this, a little bit of that
  • A lot bit of this, little bit of that
110
Q

which leadership style does theory x relate to

A

authoritarian

111
Q

which leadership style does theory y relate to

A

democratic

112
Q

what is the difference between Behaviours vs. styles

A

Behaviour= something that you do at a given point in time
Style= a pattern behaviours, over time

113
Q

what is authoritarian leadership

A
  • CONTROLLING
    Exert influence and CONTROL OVER group members
  • Top down communication and direction (task, roles, goals)
  • Praise/criticism given freely
  • based on personal standards (subjective NOT objective standards
114
Q

what is democratic leadership

A
  • GUIDES
    Equal and supportive view
  • EVERYONE’s voice should be heard
  • Leader as a teacher (provides resources, guidance, and support
  • Power with (not over) follower
115
Q

what is laissez-faire

A
  • NO CONTROL
    a hand-off, let things ride approach
  • hands over responsibility
  • Delays decisions
  • Gives no feedback
  • Makes little effort to help followers satisfy their needs
116
Q

what are some FYI’s about Leadership styles

A

styles are not an either or - they exist on a continuum
- Most leaders have a preferred style
- good leaders use a combination of styles

117
Q

what is a Constructive Climate

A
  • Climate: the atmosphere of a team or an organization: Relations are rituals, values, procedures, and underlying assumption of a group
  • Constructive climate: provides an atmosphere that promotes positive outcomes
    E.g., group members’ satisfaction, encouraging individuals to achieve their personal best

leaders need to help CREATE an environment that influences people in a positive way

118
Q

what are the elements of a Constructive Climate (4)

A
  1. provide structure
  2. clarify norms
  3. build cohesiveness
  4. promote standards of excellence
119
Q

what does it mean “the need for structure”

A
  • Provides a framework for how to co-operate in a given setting
    e.g.: who Is doing what, when, where, and how
    Examples
    Sport teams - assigned role; physical structures; rules
    Course outlines
    Government law and regulation
120
Q

what can we provide structure for

A

Task
- what needs to be done, by who and how
- how the tasks fits in to “the bigger picture
- including identifying related tasks (e.g., at a not-for-profit organization)

Relationship (i.e., the group)
- for what is each individual responsible (e.g., their role)
Which roles are expected to collaborate with one another?
- What is the group’s overall goal?
- How will the group communicate

121
Q

what is clarify norms

A
  • Norms: rules of behaviour that are established & shared by group members. NOT ALWAYS EXPLICIT
  • Appropriate/inappropriate; Right/wrong;
  • Develop early in a group and are difficult to change
  • So leaders need to try to establish norms from the outset
  • Shape norms that will maximize group effectiveness

(norms can be formalized through rules, but also exist in an informal way – you can often observe norms by watching how others behave and interact with one another)
- we can learn through observation

122
Q

what is some common norms

A
  • Dress code
  • Start and end time
  • Frequency of meetings; who speaks when in meetings
  • Who makes decisions
  • E-mail response time – especially outside of work hours
  • Time off: vacation, time off, etc. (e.g., unlimited)
123
Q

what are some task-oriented norms and relationship-oriented norms

A

Task-oriented
- the best ideas wins
- try ned things
- consider how your ideas benefits others

Relationship-oriented
- be humble
- diversity is a strength
- build relationships with other so you can learn form them

124
Q

what is cohesiveness

A
  • Allows employees to Express their personal viewpoints;
  • Give and receive feedback;
  • Accept different opinions; Feel free to do meaningful work (Corey & Corey, 2006)
  • Appreciate the group & be appreciated by the group
125
Q

what is promote standards of excellence

A
  • the expressed and implied expectations for performance that exist within a group or organization
  • indicates:
    What group members need to know
    What skills group members need to acquire
    How much initiative and effort they need
    How group members are expected to treat one another
    The extent to which deadlines are significant
    What goals they need to achieve
    What the consequences are if they fail to achieve goals
126
Q

what is Promote Standards of Excellence through Feedback

A
  • Require results – expectations before the project begins
  • Review results – as the project is ongoing
  • Reward results – at the end
127
Q

what is review results

A
  • leader must give constructive feedback & resolve performance issues
  • Constructive feedback Is Honest, direct communication about member performance
  • Not mean-spirited, nor is it overly nice
  • Let’s group members known how to maintain or improve
  • Resolving performance issues is critical for effective leadership
128
Q

what are the 5 steps in Constructive Feedback Practice

A
  1. Address Behaviours- use facts to describe problem behaviours
  2. Describe specifically what you observed- what you notice NOT WHAT YOU THINK
  3. Use “I” Language- instead of “you”; limited defensiveness m
  4. Give the feedback in clam, unemotional language
  5. Check to ensure clear communication has occurred
129
Q

what are the 4 positive environment

A

-Providing Structure : communicating goals and roles gives people an outline
-Clarifying Norms: communicating “the rules” so people know what is and is not okay
-Building Cohesiveness: building trust and satisfying relationships
- Promoting Standards of Excellence: clearly communicating what “quality” mean

130
Q

what are the 7 common obstacles and the strategy to overcome them

A
  1. unclear goals - clarify goals
  2. unclear directions - clarify direction
  3. Low motivation - it depends (why is it low)
  4. complex task - be directive, make it simpler
  5. simple tasks - be supportive (think relationship-oriented)
  6. low involvement - be participative
  7. lack of challenge - be achievement-oriented
131
Q

what is diversity

A
  • A group characteristic (not individual)
  • The labels we use to categoire groups may be a part our social identity… but also may not be
132
Q

what is Surface BS. Deep Diversity

A
  • Surface: generally observable - but observation are based on assumptions and inferences, not fact (and can lead to prejudice and stereotypes)
  • Deep: less visible; can that a while to reveal (and may not be revealed
133
Q

what is inclusion

A
  • A feeling- safety; importance; cared for; valued; heard; belonging
    NOTE: feeling are subjective
  • A practice- what we do to create a relationship/environment where people are free to be themselves
134
Q

what is the difference between Diversity and Inclusion

A

Diversity- need to be unique - recognizes differences
Inclusion- need to belong

135
Q

what stops us from being Inclusive

A
  • Ethnocentrism: Tendency for individuals to think their own cultural values are “right” and “natural”
    Prevents us from respecting other’s viewpoint

-Privilege: age/race/ethnicity/gender or another cultural dimension that gives some people power
Prevents us from understanding the experience of others

136
Q

what is a brief history of diversity

A

1960s to 70s- righting the wrongs of the past

1980s to 90s- acceptance and celebration

2000 to now- multiple social identities

137
Q

what are Out-groups

A
  • Common, inevitable (unfortunately)
  • Strategically valuable (e.g., prevents groupthink)
  • Key: how we act when we notice out-group members
    Leaders have an obligation to “bring them in” unless…
  • Counter to community building and being respectful
  • Can have a Negative impact on energy
138
Q

how are out-groups formed

A
  • DON’T IDENTIFY AS PART OF THE GROUP BECAUSE…
  • In opposition to the group
  • Cannot identify with the group
  • Senes they are being excluded
  • Lack of communication/social skills
139
Q

what is a wrong in the “Great Man theories”

A

Mainly suggest that men can be great leaders and by extension, women cannot
- Prejudice- that is, prejudging a female-identifying individual as less qualified to lead as compared to a male-identifying individual.
- unconscious bias toward all women,
- Lack of representation in leadership positions
- are underrepresented in leadership

140
Q

what is a leader responsibilities towards out-groups

A
  • safe= treat followers in a non-threatening way
  • involved and engaged- encourage involvement and participation, help them see they play in important part
  • respected- treat others how they want to be treated
  • influential - give opportunities for voice and decision making
  • authentic and whole - encourage people to be honest
  • diversity is recognized - acknowledge differences, and embrace them
141
Q

How can we foster inclusion

A
  • societal: how a society thinks about/addresses inclusion , eg. laws
  • Organizational: policies and practices (e.g., norms)
  • Leadership: Set the tone and hold followers accountable; model the way; walk the talk, Promote inclusion at all levels
  • Group: Norms that all everyone to, Voice, Respect, Promote, Address
  • Interpersonal: Let people know you are willing to be included and include other people
    E.g., intentional use of language
142
Q

what can we have towards out-groups

A

Empathy - special kind of listening
Four techniques
1. Restatement - Show you are listening by repeating the key message, without adding your own feelings or thoughts.

  1. Paraphrasing - Summarize someone else’s thoughts in your own words to help show you understand how they feel
  2. Reflection- Think deeply about how the other person is feeling, by considering what they said alongside how they said it.
  3. Support- Let the other person know you are there to help
143
Q

how can we approach conflict? (5 types) (Killman&Thomas)

A
  • avoiding - ignores conflict by denying it or joking
  • competing - confronts conflict by focusing on your needs and persuading others
  • collaborating - confronts conflict and uses it to create positive outcomes (BEST ONE TO USE)
  • accommodating - deals with conflict by agreeing with others
  • compromising - meet in the middle
144
Q

what is conflict

A
  • A felt struggle
  • Between two or more interdependent individuals
  • Over-perceived incompatible difference
  • In beliefs, values, and goals
  • Over differences in desire for esteem, control, and connectedness
  • Is inevitable
  • Usually is uncomfortable but is not necessarily bad
  • Can badly impact our feelings of esteem, affiliation, and control
    (Part of our jobs as leaders is managing conflict to produce positive change - Communication plays a big role (always does)
145
Q

what are to 2 types of conflict

A

Content and Relational

146
Q

what are the sub-types of content conflicts

A
  • Incompatible differences over “things” ex money
    1. beliefs- Incompatible differences in viewpoints
    2. values- incompatible differences in what is considered important ex having a car
    3a.Goals - Substantive: the actual goal; what are you doing/striving for
    3b. Goals- Procedural: the best way to achieve an agreed upon goal; how to do something
147
Q

what are the sub-types of relational conflicts

A

Differences we feel about our relationships with others- centre on issues of esteem, control, or affliction
- occurs with needs are not met
1. esteem - want to be recognized and validated by others; to feel useful and worthwhile
2. control- want to impact others and our situations; control makes us feel powerful
3. affliction- want to feel included, like we belong; through individual differences exist

148
Q

how is destructive leadership characterized

A
  • Excessive use of power,
  • control, or influence
  • Selfish quality
  • Harmful behaviours
  • Charisma
  • Intense need for power (control?)
  • NARCISSISM
  • Negative/Traumatic childhood experiences
149
Q

what is the toxic leadership triangle

A
  • susceptible followers
  • destructive leaders
  • conducive environments
150
Q

what is the difference between character and personality ethics

A

character- integrity, humility, fidelity, courage- ability to live by ones values

personality- image, behaviours, skills, performance- external approval

151
Q

what are the 6 Psychological factors and susceptible followers

A
  1. our need for reassuring authority figures
  2. our need for security and certainty
    3 our need to feel chosen or special
  3. our need for membership in the human community
  4. our fear of ostracism, isolation and social death
  5. our fear of powerlessness to challenge a bad leader
152
Q

what types of followers are in a toxic triangle

A

conformers and colluders

153
Q

what times of environments are there

A
  • provide structure
  • clarify norms
  • build cohesiveness
  • promote standards of excellence

Leadership Foundations Modual 1 & 2 (1 decks)

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