Leadership

Question 1

3.1.1 Is leadership a process or ability? (p. 53)

Answer 1

Both the process itself and the ability of an individual to act

Question 2

3.1.2 What did the Hay Group identify as the most important leadership traits? (p. 54)

Answer 2

Trustworthiness
Ability to Communicate

Question 3

3.1.3 What does Posner list as the most important traits? (p. 54)

Answer 3

1. Honest
2. Forward-looking
3. Competent
4. Inspiring
5. intelligent

Question 4

3.1.4 Is simply having the traits enough for a leader to inspire others? (p. 54)

Answer 4

No. but has to understand basic leadership principles in order to apply them.

Question 5

3.1.5 List the leadership principles of the American Army. (p. 54-55)

Answer 5

1. Know yourself and Seek Self Improvement
2. Be Technically proficient
3. Seek Responsibility and Take Responsibility
4. Make Sound and Timely Decisions
5. Set the Example
6. Know your people and lookout
7. Keep your workers informed
8. Develop a sense of Responsibilty in workers
9. Ensure Tasks are understood, supervised & accomplished
10. Train as a Team
11. Use the full capabilities of your organization

Question 6

3.1.6 The four factors of leadership include what? Describe each. (p. 56)

Answer 6

1. Follower - Different people require different approaches
2. Leader - You must have honest understanding of who you are - Lead
3. Communication- Set the example
4. Situation - All are diffferent

Question 7

3.1.7 Differentiate between a task-oriented, transaction, and transformational leader. (p. 57)

Answer 7

1. Autocratic Leader: Total Authority and does not delegate * does not take peoples needs into account
2. Task - oriented Leader: Focuses on the job - consentrates on spectic tasks for each person. * does not take peoples needs into account
3. Transaction Leader: Perform sertain tasks and reward or punish for tem’s performance - Goal in exchange for something else
4. Transformation Leader: Motivates team to be effective and efficienct. - Communication is base for goal achieviemnt * highly visible and uses chain of command * focus on big picture

Question 8

3.1.8 Identify and define the four basic leadership theories. (p. 58)

Answer 8

1. Traits: Possess certain traits
2. Behaviour: Actions depend on personal orientation: concern for people, concern for task, directive, or participative
3. Situation: A crisis brings out qualities
4. Transformational Leadership Theory: Individuals can decide to become leaders and undertake personal development to enhance their innate abilities.

Question 9

3.1.9: The Four Framework Approach to leadership describes four types of leaders who can be both effective and ineffective. Define each type of leader as an effective leader and ineffective and identify the focus for each. (p. 58-59)

Answer 9

1. Structural Framework:
   - effective leadership- The leader is a social architect whose leadership style is analysis and design.
   - Ineffective leadership situation, the leader is a petty tyrant whose leadership style is a focus on details.
   *Structural leaders emphasize structure, strategy, environment, implementation, experimentation, and adaptation.
2. Human Resources Framework:
   - effective leadership- this leader is a catalyst and servant whose leadership style is to support, advocate, and empower
   - Ineffective leadership situation, the leader is a pushover, whose leadership style is abdication and fraud
   *Human Resource leaders believe in people and communicate that belief, are visible and accessible, and move decision-making down into the organization
3. Political Framework:
   - effective leadership- The leader is an advocate, whose leadership style is coalition and building.
   - Ineffective leadership situation, his leader can be a manipulative hustler
   *Clarify what they want and what they can get. - Uses persuation first, then negotiation, and coercion if necessary
4. Symbolic Framework:
   - effective leadership- the leader is a prophet, whose leadership style is inspiration
   - Ineffective leadership situation, the leader is a fanatic or fool,whose leadership style is smoke and mirrors
   *Symbolic leaders view organizations as a stage or theater to play certain roles and give impressions. These leaders use symbols to capture attention Focus: Stage- Roles - vision

Question 10

3.1.10 Use the Managerial Grid to identify and describe four types of leaders. (p. 60-61)

Answer 10

1. Authoritarian (9 on task, 1 on people)
2. Team Leader (9 on task, 9 on people)
3. Country Club (1 on task, 9 on people )
4. Impoverished (1 on task, 1 on people) - “delegate and disappear”

Question 11

3.1.11 Using the Style and Situation Model describe the different leadership styles. (p.61

Answer 11

1. Telling: (high task/low relationship behavior) - Recommended for dealing with new staff, menial or repetitive work, or tight deadlines
2. Selling: (high task/high relationship behavior) - “Coaching approach” - When people are wiling and motivated but lack experience
3. Participating: (high relationship/low task behavior) - Shared desision making - When people are able but maybe unwilling or insecure
4. Delegating: (low relationship/low task behavior) - Leader identifies problem but followers have responsibility of resolving - High degree of competence and maturity

Question 12

3.2.1 Define communication. (p. 67)

Answer 12

Exchange and flow of information and idias from one person to another: Involves Sender and Reciever

Question 13

3.2.2 When does effective communication occur? (p. 67)

Answer 13

Occurs only if the receiver understands the exact information or idea that the sender intended to transmit.

Question 14

3.2.3 What three things are needed for communication to occur? (p. 67)

Answer 14

1. Thought - First, information exists in the mind of the sender. This can be a concept, idea, information, or feelings.
2. Encoding - Next, a message is sent to a receiver in words or other symbols.
3. Decoding - Lastly, the receiver translates the words or symbols into a concept or information that he or she can understand

Question 15

3.2.4 Differentiate between content and context. (p. 67)

Answer 15

1. Content: Acual words or Symbols of Message/ Language
2. Context: The way the message is delivered and is known as Paralanguage - it includes the tone of voice, the look in the sender’s eyes, body language, hand gestures, and state of emotions (anger, fear, uncertainty, confidence, etc.) that can be detected.

Question 16

3.2.5 What are the barriers to communication? Describe each. (p. 68)

Answer 16

1. Culture
2. Noise
3. Ourselves
4. Perception
5. Message
6. Environmental
7. Smothering
8. Stress

Question 17

3.2.6 Differentiate between listening and hearing. (p. 69)

Answer 17

Hearing: Soud reaches the ear
Listening: Message is understood

Question 18

3.2.7 What is the difference between passive and active listeners? (p. 69)

Answer 18

Passive listening is little more than hearing
Active listening is a way of listening and responding to another person that improves mutual understanding.

Question 19

3.2.9 What can you do in a work environment to promote better listening? (p. 70)

Answer 19

It can be as simple as, if you have something else on your mind, write it down before you start a conversation

Question 20

3.2.10 Describe the four listening styles as well as the positive and negative aspects of each. (p. 70-71)

Answer 20

1. People: (+) Concern - External focus - Focus on Emotions (-)May be seen as intrusive
2. Content:(+) What is said - Focus on factss - will probe for details (-)May ignore other’s wishes - may reject valid info
3. Action: (+) What will be done? - Look for action plans - Like things clear and concrete (-) Impatience - may hurry speakers - concerned with control rather than people
4. Time: (+) Organized approach - will allocate listening time (-) Seek short answers - may constrain others

Question 21

3.2.11 What is the purpose of feedback? (p. 71)

Answer 21

The purpose of feedback is to change and alter messages so the intention of the original communicator is understood by the second communicator

Question 22

3.2.12 Describe the categories of feedback. (p. 72)

Answer 22

1. Evaluative - Making a judgment about the worth, goodness, or appropriateness of the other person’s statement.
2. Interpretive - Paraphrasing: attempting to explain what the other person’s statement means.
3. Supportive - Attempting to assist or bolster the other communi cator.
4. Probing - Attempting to gain additional information, continue the discussion, or clarify a point.
5. Understanding - Attempting to discover completely what the other communicator means by her statements.

Question 23

3.2.13 Define non-verbal communication. (p. 72)

Answer 23

communication without words.

Question 24

3.2.14 Why is non-verbal communication used? (p. 72)

Answer 24

1. Words have limitations and there are numerous situations where nonverbal communication is more effective than verbal. - nonverbal messages are often more genuine because they cannot be controlled as easily as spoken words.
2. non-verbal signals are powerful as they can often express feelings
3. nonverbal signals can express feelings that may be inappropriate to put into words
4. this type of communication channel is necessary to help send complex message

Question 25

3.2.15 Describe the most common types of non-verbal communications. (p. 72-73)

Answer 25

Eye contact - Facial Expressions - Gestures - Posture - Proximity- Vocval

Question 26

3.2.16 Name and describe the ten interview types. (p. 74)

Answer 26

1. Screening Interviews: At this stage, the objective is not to determine who best fits the position, only whether an individual should be ruled out completely.
2. Informational Interview: job seeker and employer exchange information and get to know one another better without reference to a specific job opening
3. The Directive Style: interviewer has a clear agenda that he or she follows unflinchingly. - series of questions, they can more readily compare the result
4. The Meandering Style - candidate to lead the discussion. It might begin with a statement like “Tell me about yourself,” and then the interviewer might ask other broad, openended questions before falling into silence.
5. The Stress Interview - Designed to determine if a candidate has the aptitude to withstand the company culture, the clients or other potential stress.
   - Candidates may be forced to wait extensive periods of time before the interview commences, face long silences or cold stares, or perform an im possible task on the fly.
6. The Behavioral Interview - Interviewer use standardized methods to mine informaiton relevant to compentency in a particular area or position
7. The Audition: Simulation or brief exercise
8. The Group Interview: The group interview helps the company get a glimpse of how individuals interact with peers and use tools of persuasion
9. The Tag-Team Interview: companies that rely heavily on team cooperation
10. The Follow-up Interview: confirm first impressions, to make a selection from a ‘short-list’

Question 27

3.2.17 What questions should be avoided in an interview? (p. 75)

Answer 27

Questions about race, gender, religion, marital status, age, disabilities, ethnic background, country of origin, sexual preferences, or age