Leadership

Question 1

Tuckmans Model of Group Development (1965) + (1977)

Answer 1

Teams go through predictable stages (Forming, Storming. Norming, Performing + adjourning) - as they develop and work together.

Question 2

Transactional/Transformational Leadership (Burns, 1979/2012)

Answer 2

Transactional leadership focuses on rewards and punishments, while transformational leadership inspires and motivates people to exceed expectations

Question 3

Full Range Leadership Model (Avolio & Bass, 1991)

Answer 3

Shows that Leadership exists on a Spectrum: from TRANSFORMATIONAL (inspiring and motivating others) to TRANSACTIONAL (using rewards and rules) to LAISSEZ-FAIRE (hands off and passive)

Question 4

NHS Leadership Model (2011)

Answer 4

Leadership is a shared responsibility in organisations rather than being tied to a specific role or position

Question 5

Force Field Analysis (Lewin, Thomas)

Answer 5

A tool used to compare the drivers vs resisting factors of change

Question 6

Kubler-Ross Change Curve (1969l

Answer 6

Classic model applied to predict the emotional responses of others

Question 7

Kotter & Schlesingers Methods of Dealing with Resistance to Change (1979)

Answer 7

1. Education and Communication
2. Participation and Involvement
3. Facilitation and Support
4. Negotiation and Agreement
5. Manipulation and Co-optation
6. Explicit or implicit coercion

Question 8

West’s Compassionate Leadership Model(4)

Answer 8

Says that COMPASSIONATE Leadership leads to better team morale, performance and wellbeing

Four key behaviours

1) Attending
2) understanding
3) Empathising
4) Helping

Question 9

West’s 4 conditions of effective teams

Answer 9

1) Clear objectives
2) Clear Roles
3) Collaboration
4) Regular reflection and learning

Question 11

Mozirows Transformational Learning (5)

Answer 11

Theory that change (particularly systemic change) is about changing THINKING patterns, rather than just instilling facts and information

1) Disorientating dilemma
2) self examination of thoughts Feelings and beliefs
3) Critical Reflection of their origins
4) Experimenting with new behaviour
5) Change your perspective

Question 12

Rosenshines Principles of Instruction (2012) (10)

Answer 12

1) begin each session with short review
2) present new info and allow opportunity for practice
3) Question all learners
4) Provide Models
5) Guide practice
6) Check understanding
7) Obtain a high success rate before continuing
8)

Question 13

The Job Demands- Resources Model

Answer 13

Says that burnout happens when Job Demands are too high and Resources are too Low

Question 16

Full Range Leadership Model (Bass and Avolio) (4Is)

Answer 16

Built on the Transformational Leadership Model but shows it as a Spectrum ranging from laissez faire to transformation leadership)

1. Idealized Influence – Be a role model.
2. Inspirational Motivation – Inspire with vision and passion.
3. Intellectual Stimulation – Encourage creativity and new ideas.
4. Individualized Consideration – Support and develop each person.