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ncoa > FULL RANGE LEADESHIP DEVELOPMENT > Flashcards

FULL RANGE LEADESHIP DEVELOPMENT Flashcards

0
Q

TRAIT LEADERSHIP THEORY

A

WHAT INNATE QUALITIES ONE POSSESSES, LEADERSHIP EFFECTIVENESS WAS SAID TO BE INFLUENCED BY THEIR INTELLIGENCE

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1
Q

LEADERSHIP THEORIES

A 
TRAIT
PSYCHODYNAMIC
SKILLS
STYLE
SITUATIONAL
CONTINGENCY
PATH-GOAL
LEADERSHIP-MEMBER EXCHANGE
AUTHENTIC LEADERSHIP
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2
Q

PSYCHODYNAMIC LEADERSHIP THEORY

A

ASSUMES THE POOP HAPPENS AND FOLLOWERS LOOK FOR LEADERS TO MAKE THE SENSE OF CRISIS

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3
Q

SKILLS LEADERSHIP THEORY

A

THEORY FOCUSES ON LEADERS WHO ARE EMOTIONALLY INTELLIGENT AND ARE GOOD PRBLEM SOLVERS

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4
Q

STYLE LEADERSHIP THEORY

A

CONCENTRATES ON TWO TYPES OF LEADERSHIP TASK AND PRODUCTION AND PEOPLE OR RELATIONSHIP-ORIENTED LEADERSHIP

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5
Q

SITUATIONAL LEADERSHIP THEORY

A

IDENTIFIES FOUR STYLES A LEADER USES THAT ARE BASED ON THE SUBORDINATES DEVELOPMENT LEVEL AND THE TASK AT HAND

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6
Q

CONTINGENCY LEADERSHIP THEORY

A

LEADERS ARE MOVED INTO AND ARE OF VARIOUS SITUATIONS BASED ON THE LEADER-FOLLOWER RELATIONSHIP, THE LEADERS POSITION POWER AND TASK STRUCTURE

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7
Q

PATH - GOAL LEADERSHIP THEORY

A

VIEWS LEADERS AS A TRAILBLAZER CREATING CONDITIONS FOR SUBORDINATE SUCCESS

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8
Q

LEADERSHIP MEMBER EXCHANGE LEADERSHIP THEORY

A

LEADER MUST DEVELOP SPECIALIZED, INDIVIDUAL RELATIONSHIPS WITH THIER FOLLOWERS

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9
Q

AUTHENTIC LEADERSHIP THEORY

A

EFFECTIVE LEADERS ARE TRUE TO THEMSELVES AND OTHERS AND ADHERE TO STRONG MORALS AND VALUES

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10
Q

FULL RANGE LEADERSHIP DEVELOPMENT (FRLD)

A

FULL RANGE LEADERSHIP TRAINING SYSTEM THAT SUGGESTS LEADERS PERFORM THROUGH OUT A GAMUT OF ACTIVE AND PASSIVE LEADERSHIP-
LEADER, FOLLOWER AND SITUATION

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11
Q

FRLD - LEADER

A

IS SOMEONE WHO INFLUENCES OTHERS TO ACHIEVE A GOAL

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12
Q

FOLLOWER

A

SOMEONE WHO CHOOSE TO FOLLOW A LEADER BECAUSE OF THE LEADERS CHARACTER ABILITIES AND VISION

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13
Q

FRLD-SITUATION

A

DESCRIBES THE RELATIVE CIRCUMSTANCES, POSITION OT CONTEXT THAT SURROUNDS THE LEADERS AND FOLLOWERS

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14
Q

LAISSEZ- FAIR LEADERSHIP

A

LEADERSHIP VIEWS THE DEVELOPMENT OF THE SUBORDINATES AS SOMEONE ELSES PROBLEM AND DEMONSTRATES LAZINESS

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15
Q

MANAGEMENT BY EXCEPTION PASSIVE

A

“if it isnt broke, dont fix it” approach

16
Q

MANAGEMENT BY EXCEPTION ACTIVE

A

KEEPS PEOPEL AND PROCESS IN CONTROL MONITORING AND CONTROLLING FOLLOWERS

17
Q

TRANSACTIONAL LEADERSHIP AND CONTINGENT AWARD

A

CONTRACT WHERE LEADER SETS GOALS AND IDENTIFIES WAYS FOR SUBORDINATES TO REACH THEM, SUPPORTS THE FOLLOWER TO MEET THEM AND THEN REWARDED TO REINFORCE POSITIVE BEHAVIOR.

18
Q

INTELLECTUAL STIMULATION (THINKING)

A

THEY GET THE BEST OUT OF THERE TROOPS BY ADVOCATING RATIONAL THINKING ENCOURAGING INDEPENDENT THINKING

19
Q

INSPIRATIONAL STIMULATION (CHARMING)

A

GIVES FOLLOWERS A STRING SENSE OF PURPOSE

20
Q

TRANSFORMATIONAL LEADERSHIP (BEST)

A

BASED ON ABILITY TO INFLUENCE AND TRANSFORM OTHERS
INDIVIDUALIZED CONSIDERATION ( CARING)
LEADERS TREAT OTHERS AS INDIVIDUALS THAT HAVE DIFFERENT IDEAS AND ABILITIES NOT JUST A MEMBER OF A GROUP

21
Q

IDEALIZED INFLUENCE (INFLUENCING)

A

HAVE A GREAT CHARACTER STRENGTHS AND WORK ETHICS, SET SELF INTERESTS ASIDE FOR THE GOOD OF THE GROUP

22
Q

THE FOUR I’S OF TRANSFORMATIVE

A

INDIVIDUALIZED
INTELLECTUAL
INSPIRATIONAL
IDEALIZED

23
Q

INDIVIDUALIZED CONSIDERATION (CARING)

A

LEADER TREAT OTHERS AS INDIVIDUALS WITH DIFFERENT NEEDS

24
Q

SOCIAL LOAFING

A

IN A GROUP BUT ALLOWS OTHERS TO DO THE WORK, NOT LACK OF INTEGRITY

25
Q

WHEN LEADERS DO PASSIVE WHAT DO FOLLOWERS DO

A

SOCIAL LOAF AND FREE RIDE

26
Q

FOUR LEADERSHIP BEHAVIORS

A

SET GOAL, SUGGEST PATHWAY, MONTOR, REWARD

27
Q

INTRINSIC MOTIVATION

A

MOTIVATION WITH IN

28
Q

EXTRINSIC MOTIVATION

A

MOTIVATED BY EXTERNAL REWARDS

29
Q

HOW DO FOLLOWERS FEEL ABOUT TRANSFORMATIONAL LEADERSHIP

A

WILL DO ANYTHING FOR THEM, WANT TO FOLLOW THEM

ncoa (26 decks)

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