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Block 2 (shortened version) > Full Range Leadership Model > Flashcards

Full Range Leadership Model Flashcards

1
Q

Actively monitors processes and procedures

A

Management By Exception – Active (MBE-A)

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2
Q

Delays and fails to follow up

A

Laissez Faire Leadership

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3
Q

Avoids personnel intervention

A

Laissez Faire Leadership

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4
Q

Sets goals together with and for his or her coworkers that are specific, measurable, attainable, results oriented and time bound

A

Contingent Reward (CR)

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5
Q

Transformational Leadership Styles

1.
2.
3.
4.

A
  1. Individualized Consideration (IC)
  2. Intellectual Stimulation (IS)
  3. Inspirational Motivation (IM)
  4. Idealized Influence (II)
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6
Q

Transactional Leadership Styles

1.
2.
3.
4.

A
  1. Laissez Faire Leadership (LF)
  2. Management by Exception - Passive (MBE-P)
  3. Management by Exception - Active (MBE-A)
  4. Contingent Reward (CR)
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7
Q

Intervening only if/when standards are not met

A

Management By Exception – Passive (MBE-P)

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8
Q

Immediate intervention when deviations in standards occur

A

Management By Exception – Active (MBE-A)

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9
Q

Unaware of personnel performance

A

Laissez Faire Leadership

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10
Q

Challenge the old ways of doing things

A

Intellectual Stimulation (IS)

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11
Q

Provides rewards when goals are attained

A

Contingent Reward (CR)

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12
Q

Sending the message, “I believe that this is truly the right thing to do”

A

Idealized Influence (II)

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13
Q

Always try to develop new and slightly better ways of performing the job – in a lot of small steps rather than in a few quantum leaps

A

Intellectual Stimulation (IS)

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14
Q

Empathizing with individual needs

A

Individualized Consideration (IC)

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15
Q

Wiling to take risks for potential gains

A

Intellectual Stimulation (IS)

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16
Q

Focusing attention on mistakes, shortcomings, deviations and complaints

A

Management By Exception – Active (MBE-A)

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17
Q

Making sure to get to know if and when things go wrong

A

Management By Exception – Active (MBE-A)

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18
Q

Expressing confidence in the vision of the organization

A

Idealized Influence (II)

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19
Q

Encouraging continuous development and growth of personnel

A

Individualized Consideration (IC)

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20
Q

Talk about the mission or purpose for the group or the organization

A

Inspirational Motivation (IM)

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21
Q

Does not care

A

Laissez Faire Leadership

22
Q

Come up with new ideas

A

Intellectual Stimulation (IS)

23
Q

Exhibiting great commitment and persistence in pursuing objectives

A

Idealized Influence (II)

24
Q

Hands off or absence of leadership

A

Laissez Faire Leadership

25
Q

Express confidence in others’ abilities to reach visions and goals

A

Inspirational Motivation (IM)

26
Q

Developing trust and confidence among personnel

A

Idealized Influence (II)

27
Q

Monitors progress toward goals actively and provides supportive feedback

A

Contingent Reward (CR)

28
Q

Genuinely caring and showing compassion

A

Individualized Consideration (IC)

29
Q

Making interpersonal connections with personnel

A

Individualized Consideration (IC)

30
Q

Putting out the fires!

A

Management By Exception – Passive (MBE-P)

31
Q

Sending the message, “I care about you and am looking out for your best interest”

A

Individualized Consideration (IC)

32
Q

Reluctantly reacting to mistakes and wrong doings

A

Management By Exception – Passive (MBE-P)

33
Q

Avoids taking stands on issues, getting involved and making decisions

A

Laissez Faire Leadership

34
Q

“Be the kind of leader that you would follow.”

A

Idealized Influence (II)

35
Q

Specifies which rewards that are to be expected for attaining the goals

A

Contingent Reward (CR)

36
Q

Talk optimistically about the future and articulate compelling visions

A

Inspirational Motivation (IM)

37
Q

Creativity and innovation

A

Intellectual Stimulation (IS)

38
Q

“If you’ll do as we agreed, you’ll get the reward.”

A

Contingent Reward (CR)

39
Q

Believes “if it’s not broke, don’t fix it”

A

Management By Exception – Passive (MBE-P)

40
Q

Demonstrating an inclusive vision

A

Idealized Influence (II)

41
Q

Use a strong and evocative language

A

Inspirational Motivation (IM)

42
Q

Absent when needed

A

Laissez Faire Leadership

43
Q

Seek different perspectives when solving problems

A

Intellectual Stimulation (IS)

44
Q

Setting an example for all to emulate

A

Idealized Influence (II)

45
Q

Walk the talk

A

Idealized Influence (II)

46
Q

Asks for and suggest pathways for the group and for each individual to meet performance expectations

A

Contingent Reward (CR)

47
Q

“Let’s make a deal!”

A

Contingent Reward (CR)

48
Q

Not rewarding substandard performance

A

Contingent Reward (CR)

49
Q

Waiting for things to go wrong before taking any action

A

Management By Exception – Passive (MBE-P)

50
Q

Closely monitoring for errors and intervening before errors occur (“micromanaging”)

A

Management By Exception – Active (MBE-A)

51
Q

Doesn’t emphasize results

A

Laissez Faire Leadership

52
Q

Align individual goals and aspirations with the vision for the organization

A

Inspirational Motivation (IM)

Block 2 (shortened version) (7 decks)

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