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Ncod Book 2 > Leader influnce > Flashcards

Leader influnce Flashcards

1
Q

Essential Qualities of follewership

Self management

A

The ability to determine one’s own goals within a large context and to decide what role to take at any given time

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2
Q

Essential qualities of followership

Committed

A

Being committed to the organization and to a purpose beyond themselves

Effective followers strive to excel at everything they do

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3
Q

Essential qualities of followership

Competent

A

Build their competence and focus their efforts for maximum impact

They strive to reach higher levels of performance and expand themselves

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4
Q

Essential qualities of followership

Integrity

A

One of the most important characteristics of an effective follower may be the willingness to tell the truth

Provide truthful info to leaders

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5
Q

Essential qualities of followership

Initiative

A

Motivation, determination, perseverance and risk-taking

Doing more than just meeting the standards

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6
Q

Essential follower traits

A

Competence
Integrity
Loyalty
Initiative

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7
Q

How to increase your chances of success as a follower

A

Control your emotions
Offer solutions to problems
Recognize the importance of timing
Use the chain of command

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8
Q

Self-awareness

A

Leadership begins with self-awareness

That means getting to know yourself to understand your strengths and development needs

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9
Q

Values and principles

A

As a leader you must know your deeply held values, adhere to the ethical principles that guide yor leadership, and avoid ethical traps

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10
Q

Motivations

A

You must know what motivates you and others and how to balance both external and internal motivation

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11
Q

Support team

A

You must recognize your support team (family co-workers) that, by being honest with you, could help you think through situations to help you stay focused and grounded

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12
Q

Integrated life

A

You must know how to integrate and balance every aspect of your life, professional and personal. So you can be the same person

Being true to yourself

Being a good human

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13
Q

Diagnosing

Definition

A

Tool used to identify. The development need of your subordinate

Process you can use to find out what’s going on in your work center

Skill you can develop to help your people meet the expectations of the Air Force

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14
Q

Diagnosing categories

Discipline

A

The element in an organization that leads to prompt execution of orders and the initiation of proper actions when orders are not given

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15
Q

Diagnosing category

Morale

A

The amount of enthusiasm and dedication to a commonly shared goal that unifies team members

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16
Q

Diagnosing category

Esprit de Corps

A

Loyalty to, pride in, and enthusiasm for a unit shown by its members

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17
Q

Diagnosing category

Proficiency

A

The ability of a unit to perform its mission and its based on professional and technical standards of excellence

18
Q

Adapting

A

Involves adjusting your behavior and other resources to what you’ve diagnosed/observed in ways that help close the gaps to achieve what you want
Focused on your leadership style

19
Q

Leadership styles

Authoritarian leader

A

H L. High task, low relationships

Very trash oriented and hard on workers. Little or no allowance for cooperation or collaboration

20
Q

Leadership styles

Country club leader

A

L H. Low tack high relationships

Uses predominantly reward power to maintain discipline and encourages the team to accomplish its goals

21
Q

Leadership styles

Impoverished leader

A

L L. Low task. Low relationships

Delegate and disappear Not committed

Allows the term to do whatever it wishes

Prefers to be detached from the team process

22
Q

Leadership styles

Team Leader

A

H H. High task. High relationships

Positive example fosters team encouragement

Forms and leads the most productive teams

23
Q

4 types of position powers

A

Coercive power
Connection power
Reward power
Legitimate power

24
Q

Coercive power

A

Deals with how others perceive your ability to provide sanctions, punishment or consequences for ineffective, inappropriate, or negative behavior, actions, or inaction

25
Q

Connection power

A

Who you know

Stems from others perspective of your association with people of influence or people that can help both inside and outside of the organization

26
Q

Reward power

A

Able to recognize peoples efforts

Pats on the back to days off

27
Q

Legitimate power

A

Come from your title, role, or position within your organization

Authorities to make decisions and requests

28
Q

3 forms of personal power

A

Referent

Information expert

29
Q

Referent power

A

Interpersonal relations with others along with your personality traits

30
Q

Information power

A

Based on your access to data and information that are important to others

31
Q

Expert power

A

You gain power and the ability to influence through education, experiences and job knowledge

32
Q

Motivation

ABCs of behavior

A

B F Skinner
Antecedents Behavior and Consequences

A person will only change behavior based on consequences from past behavior

If rewarded will do the same
If punished will change

33
Q

Motivation

X and Y

A

Douglas McGregor. Attitudes of supervisors and subordinate

X most people prefer to be direct, aren’t interested in assuming responsible. Micro-managed

Y people aren’t lazy and can be self-directed and creative if properly motivated Managers are supportive and facilitating

34
Q

Motivation

Hierarchy of needs

A

Abraham Maslow
Individual needs form supervision to workers
Physiological needs freedom from pain hunger etc
Most basic needs must be fulled before the individual could move on to higher needs or abilities

35
Q

Motivation

Expectation theory

A

Fredrick Herzberg. 2 classification
Hygiene. Level or factors

1 people expect things when working. $ training, safety, supervision people become dissatisfied and motivation will drop if not rewarded

2 extra achievement, challenge, extra reward

36
Q

Motivation

Profile theory

A

David McClelland. 3 parts

1 Achievement. Seek challenges try to achieve mastery of the task
2 Power. Seek out status and control, position of authority, prestige or power
3 Affiliation. Looking for special aspects of the job. Being around people or helping people

37
Q

Contemporary Motivation model

A

3 phased approach to motivation

1 membership. Lowes end
2 Performance. Mid level
3 involvement. Highest level

38
Q

System level rewards

A

The rewards system (USAF) promises to people as long as they perform at the minimum acceptable standard

39
Q

Supervisory reward

A

Given to those who go beyond the standard.

Praise, public recognize, time off, bonus pay, promotions, special assignments etc

40
Q

Personal rewards

A

Come from within oneself

Enjoying work. Strive to exceeded every standard and self-rewards for a job well done

Ncod Book 2 (8 decks)

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