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453-2 > Final Flashcards > Flashcards

Final Flashcards

1
Q

definition of transformational leadership

A

the process where leaders and followers raise one another to higher levels of morality and performance

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2
Q

what are some traits of a transformational leader (5)

A
  • model for integrity and fairness
  • clear goals
  • high expectations
  • encourage others - > inspire
  • support and recognize
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3
Q

what are examples of transformational leaders

A
  • obama
  • oprah
  • mlk
  • mandela
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4
Q

transformational leaders
- focus on:
- use what for motivation
- are …..active
- effect what parts of maslow’s triangle

A
  • focus on vision
  • use charisma and enthusiasm to motivate
  • proactive
  • effect top 2 of maslow’s triangle, esteem and self-actualization
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5
Q

transactional leaders
- focus on:
- use what for motivation
- are ……active
- effect what parts of maslow’s triangle

A
  • focus on goals
  • use rewards and punishment
  • are reactive
  • effect the bottom three, physiological, love and belonging, safety needs
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6
Q

what are the 4Is of transformational leadership and what do they mean

A

idealized influence - model exemplary behavior that is aligned with organizational goals
inspirational motivation - communicates excellently and inspires others
intellectual stimulation - encourage people to be innovative, creative, think critically, and problem solve
individual consideration - challenge followers to higher levels of performance

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7
Q

transformational leadership is correlated to what

A

high organizational performance

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8
Q

what are 6 pros of transformational leadership

A
  • ability to communicate new ideas
  • balance long-term goals and short-term vision
  • create good collaboration
  • establish trust
  • increase innovation and creativity
  • happy employees
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9
Q

what are 4 cons of transformational leadership

A
  • does not work in burocratic structures
  • potential for employees to drop the ball
  • lose focus on immediate needs
  • not good fit for employees needing guidance and supervision
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10
Q

define the abilities and effects of charisma in charismatic leadership

A
  • ability to persuade and hold attention and make others voluntarily want to follow
  • ability to temporarily suspend one’s rational evaluation
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11
Q

what are 3 components of charisma and what do they mean

A

power - confidence
presence - keeping attention
warmth - creation of a connection and making others feel safe

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12
Q

in charismatic leadership, persuasion can work as well as….

A

direct rewards

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13
Q

what are 6 traits of a charismatic leader

A
  • great communication and story telling
  • polished presence
  • confident
  • empathetic
  • clarity of vision
  • control, dominant, and risk-taker
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14
Q

what do followers of charismatic leaders support them on

A

support them on the basis of their views aligning, not out of fear

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15
Q

what are 8 negative characteristics of charismatic leadership

A
  • great communication can hide intentions
  • others partaking in critical thinking is seen as betrayal
  • hard headed
  • arrogant and overconfident
  • focuses on one single danger and derails focus from other things
  • wont tolerate other’s charisma
  • demands obedience
  • may not be competent
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16
Q

describe the awestruck effect:

A

when charismatic leadership suppresses emotional expression, by intensifying emotions and limiting cognitive ability

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17
Q

dark leaders are prone to thinking what

A

that they have the right to something

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18
Q

does abusive leadership have a trickle down effect

A

yes

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19
Q

what kind of disruption in the workplace happens in dark leadership

A
  • lower productivity
  • higher stress
  • higher turnover
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20
Q

what are 6 examples of toxic culture

A
  • more complaints than action
  • only measurable results matter
  • personal benefit before collective good
  • stubbornness
  • high anxiety and stress
  • fear of boss is motivation
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21
Q

how does abusive leadership happen (8)

A
  • through maintaining power
  • destabilization tactics
  • making it personal
  • isolating people
  • moral disengagement (how its excused)
  • charisma, intimidation and politics
  • kiss up, kick down
  • emotional outbursts
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22
Q

Machiavellian and manipulative behavior trickles down from leaders, why does this happen

A

followers act in a similar way because they see it as a way to fulfill their workplace duties

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23
Q

define bandura’s social learning

A

new behavior is learned by observing and imitating others, including learning abusive leadership

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24
Q

what are the 4 aspects of banduras social learning

A
  • observing
  • internalizing
  • imitating
  • feedback - continue to do because of positive feedback loop
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25
Q

is destructive/abusive leadership sustainable in the long term

A

no

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26
Q

5 ways to combat abusive leadership

A
  • know company policy
  • validate observations with others
  • documentation of issues
  • have an exit strategy
  • reach out to HR and family
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27
Q

in abusive leadership scenarios prevention is key. if it is too late, someone external to the organization must come in and do 3 actions

A
  • disrupt behaviour
  • retrain behaviour
  • reinforce bahaviour
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28
Q

describe gamesmanship

A
  • when winning is prioritized above all else
  • encourages athletes to get a competitive edge no matter what
  • disregards the safety and well being of others
  • only cheating if you get caught
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29
Q

describe sportsmanship

A
  • emphasize fair play, respect, integrity, and adherence to the rules
  • consideration for opponents well being
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30
Q

what are the 4 components of ethics in sport

A
  • fairness
  • integrity
  • responsibility
  • respect
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31
Q

what is sport theoretically support to teach

A
  • character-building
  • strategic and analytical thinking
  • leadership
  • goal-setting
  • risk-taking
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32
Q

what is attribution error

A

We think other people’s actions are intentionally bad, but when we do it, we justify our actions as having good intentions

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33
Q

what are the 4 foundations in healthcare and what do they mean

A
  • autonomy - obtain wishes of patient so that their autonomy is protected
  • beneficence - seek the act that is the best for the patient
  • justice - navigate with due care to determine the limits of healthcare
  • non-maleficent - identify harm and determine how to avoid it
34
Q

what is healthcare inherently about

A

it is about doing no harm and having the patient’s best interests in mind

35
Q

was the free samples given to patients ethical knowing they would not be able to afford them after? why or why not

A

it was ethical
because these free sample could be the cure that the patients are looking for - denying this free sample is taking away their chance of finding the cure
furthermore, if people need it to live, the will find way to pay for it

36
Q

are large gifts allowed for healthcare professionals

A

no, guidelines say that big gifts are conflicts of interest and places a threshold on small gifts

37
Q

even if gifts are small, are they any relevant in decision making

A

yes, evidence shows that even gifts of negligible value can influence the behavior of the recipient in ways that the recipient does not always recognize

38
Q

what is change management

A

it is the upfront thinking and planning on how change will happen

39
Q

what are 2 examples of change management

A

how will this change effect the people and organization
what are the pros and cons of this change

40
Q

what is management of change

A

managing the progress of the change from one thing to another

41
Q

what is the IT example of management of change

A

going from one system to another
- need checklists
- need to make backups

42
Q

what are the 3 reasons change is hard organizationally

A
  • timing of knowledge (lack of internal momentum)
  • lack of knowledge
  • poor track record
43
Q

what are 5 aspects of resistance to change

A
  • anticipation of a loss (SCARF)
  • skepticism over intentions
  • uncertain about what to do
  • allegiance towards what is to change
  • vested interest in status quo
44
Q

what are hte parts of the SCARF model

A

Status
Certainty
Autonomy
Reliability
Fairness

45
Q

what are the parts of aristotle’s triple filter

A
  • is it true
  • is it important
  • is it useful
46
Q

what are 7 positives of ethical leadership

A
  • lower turnover
  • lower internal conflict
  • lower stress
  • more innovation
  • higher brand reputation
  • higher talent attraction and retention
  • higher financial returns
47
Q

what are two things that ethical leadership creates

A

sustained value and performance

48
Q

is trust neccessary for transactinal relations

A

yes

49
Q

trust is ______ and commitment is _______

A

trust is passive, commitment is active

50
Q

trust ___________ required for commitment

A

is

51
Q

commitment ___________ required for trust

A

is not

52
Q

define the psychological contract

A

a personal belief about mutual obligations between an individual and an organization

53
Q

what can servant leadership be described as

A

when a leader has the natural feeling of wanting to serve otheres

54
Q

what are 5 characteristics of servant leadership

A
  • great listening
  • empathy
  • ability to develop followers
  • emotional intelligence
  • persuasive
55
Q

(Servant vs Traditional)
In Servant leadership
- focuses on ________ and __________ the team
- measures success by ___________ and ____________
- listens or speaks more?
- power is ___________

A
  • serving and empowering
  • growth and development of followers
  • listens more
  • shared in a flatter structure
56
Q

(Servant vs Traditional)
In tradition leadership
- focuses on ________
- measures success by ___________
- listens or speaks more?
- power is ___________

A
  • improving the business
  • output
  • speaks more
  • power is held in the hands of the leader and there is a strict hierarchy
57
Q

what are 3 pros of servant leadership

A
  • good to be utilized in service industry or non-for profit
  • there is a focus on physical and emotional needs
  • fosters skill and career development
58
Q

what are 3 cons of servant leadership

A
  • requires significant buy in from management and employees
  • relies heavily on empathy of managers and ethics of business
  • the entire thing can be ruined by one bad apple
59
Q

is a good follower as important as a good leader? what does a follower influence

A

yes it is
they influences sustainability and health of the team

60
Q

what are 3 tangible results from having great followers

A
  • better results
  • improved productivity
  • increased teamwork
61
Q

what are 5 traits of a great follower

A
  • accountable
  • sense of urgency/self-starter
  • provides great recommendations
  • good communicators
  • strong work ethic and attention to detail
62
Q

what is the difference between emergence and effective leader

A

emergent leader is who has the traits to become a leader, while effective leader is who does leadership well

63
Q

what are the 5 emergent traits of leadership

A

Open to experiences
Conscientiousness
Extrovertism
Agreeableness - not too much
Neuroticism (low) -> emotional stability (high)

64
Q

what are 3 aspects of a great leader? are these found in all leaders?

A
  • excellent communicator
  • have a vision and a mission
  • has power to motivate and get people involved
65
Q

what are 5 practices of exemplary leadership

A
  • model the way
  • inspire shared vision
  • challenge the process
  • enable others to act
  • encourage the heart
66
Q

what are three examples of exemplary leaders that we discussed in class and what did they say/do

A

anita roddick - leadership is communication
benioff (Salesforce CEO) - donate 1% profits, 1% company equity, 1% of employees time
Dolly Parton - helped others as others helped her

67
Q

what sort of leader was MLK predominantly

A

a servant leader

68
Q

describe banduras moral disengagement and why is it done

A

a cognitive process in which a person separates their moral standards from their actions
this is what people do to justify doing bad things and to not feel guilty

69
Q

what are the 4 types of moral disengagement and what do they mean

A

moral justification - action was for the greater good
diffusion of responsibility - spreading the blame
minimize injurious consequences - “not a big deal”
dehumanize the victim - victim deserved it

70
Q

what does developing great listening skills do for you

A

makes you an asset because you can start putting the pieces together

71
Q

what are 4 components of active listening

A
  • open to hearing
  • closed for focusing
  • be in the moment
  • ask questions to clarify
72
Q

what are the 2 types of inquiry methods

A

appreciative and investigative

73
Q

describe the appreciative method

A
  • as questions in a way that facilitates a discussion
  • dialogue builds trust
74
Q

what are two examples of appreciative questions

A
  • “any things that you would have done differently”
  • “any recommendations for future projects”
75
Q

described the investigative approach

A
  • a structured top-down approach
  • requires high effort to get information out
76
Q

what are 2 examples of investigative questions

A
  • “what was wrong with this project”
  • “what were your learnings”
77
Q

what are the three types of feedback

A
  • appreciative
  • coaching
  • evaluation
78
Q

describe appreciative feedback

A

recognition and reward for meeting or exceeding standards
used to motivate

79
Q

describe coaching approach

A

help individuals better their performance by identifying opportunities
used to support improvements

80
Q

describe evaluation approach

A

measure individuals based on a set standard
used as a reality check

81
Q

what did we learn during the simulation

A

that context is everything.
was tested through having the same $ amount but placed in different scenarios

82
Q

what are 3 reasons why forgiveness is important

A
  • gives you chance to grow relationship
  • gives you closure
  • stops you from dragging it your entire life

453-2 (6 decks)

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