Final Exam Flashcards
Difference between leading people and managing people
Leadership is influencing people to meet a common goal. While managing is supervising/ observing/ and decision making.
Five Sources of Power a leader can possess
Positional Power
Coercive Power
Expert Knowledge Power
Reward Power
Referent Power
Michael Lee’s Total Power Equation
TP = LP - SP - WDP - EXP
TP
Total Power - Power possessed amongst everyone
SP
Subordinate Power - power subordinates possess
WDP
Work Designed Power - complexity of the task being completed
EXP
Extraneous Power - the nonobservables that take place outside of the work place.
Combination of all the leadership styles. Leader can alter his/her leadership style depending on the people they are working with in order to bring out the best in everyone and lead to success.
Situational Leadership
Leader is telling subordinates exactly what to do in order to reach goals. A command leader only thinks about winning and if subordinates comply, the leader will do something in return, if subordinates do not comply, the leader will take something away.
Command Leadership
Leader uses inspirational speeches in order to motivate and inspire those they are leading. Their goal is to create movements by changing the values and beliefs of those they are working with. Ex. Martin Luther King.
Inspirational Leadership
result driven and focus on the exchange of skills and knowledge between themselves and their subordinates. If success is shown amongst the group, the leaders will reward their subordinates, if not the reward gets taken away.
Transactional Leadership
Leaders are role models for their entire program. Subordinates follow their behavior, moral and ethical decisions, and verbal/non-verbal communication.
Model the Way
Effective team leaders will provide appropriate challenges for their team. These include – accomplishing long and short term goals, holding each other accountable for behaviors and performance, and designing drills and activities to challenge the team and bring them closer together.
Challenge the Process
Effective leaders provide a vivid vison, provide realistic goals to pursue, provide specific expectations, and will continue to communicate the goal to subordinates.
Inspire a Shared Vision
Important for leaders to provide opportunities for others to be able to lead. Developing a “nucleus” that fits the role and that demonstrate responsibility and accountability. As well as provides opportunities to encourage teammates to express feelings and thoughts.
Enable Others to Act
A leaders emotional and inspirational behaviors impact others or your team. This is a leader that demonstrates a strong character, encourages others, values working relationships, passionate, and stays true to themselves through sharing motivational words, expressions, passions and staying true to the overall vision.
Encourage the Heart
4 Characteristics of High Performing Teams
Team Chemistry
Trust
Communication
Discipline
Three Ways to Improve Mental Toughness
Learn to let go of your mistakes
Learning to be calm under pressure
Focus on what matters
Changing the process or system of doing something, and how things are done.
Systemic Change
Combination of all types of change. Takes place gradually over time
Evolutionary Change
Changing someones cultural beliefs and values
Cultural Change
Changing someones behaviours.
Environmental Change
Reshapes and realigns goals and often leads to breakthroughs in beliefs or behaviours.
Revolutionary Change
The increase or decrease of staff or personnel.
Structural Change
Kotters 8 Steps IN ORDER
Create a sense of urgency
Form a powerful coalition
Create a vision for change
Communicate the vision
Remove obstacles
Create short-term wins
Build on change
Anchor Changes in Corporate Culture
Three responsibilities of a leader when it comes to facilitating a meeting
Provide and agenda
Ask questions
Allow others to talk
Three responsibilities of a leader
Parent
Teacher
Councillor
Identifies issues facing the organizations.
Brainstorm ideas to address the issues
Compile issues and ideas into a strategic plan
Monitor and update plan as needed
Issue Based Planning
Ensure strong alignment of mission and organization resources.
Alignment Model Planning
Research external forces
Changes in demographics
Choose best case, worst case, reasonable case as a result of the change in particular force.
Discuss possible strategies to cope with change
Scenario Planning
Four Phases of Planning
Understanding the mission/purpose
Analyze the situation
Establish Goals
Establish strategies to reach goals
