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SOCBLOCK2 > LEADERSHIP BY LTC BADAYOS > Flashcards

LEADERSHIP BY LTC BADAYOS Flashcards

1
Q

I.LEADERSHIP

It is a modern approach to understand leadership concepts.

A

Full Range Leadership Model

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2
Q

I.LEADERSHIP

What are the different types of Transactional Leadership

A
  • Laissez Faire Leadership
  • Management by exception-passive
  • Management by exception-Active
  • Contingent Reward
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3
Q

I.LEADERSHIP

What are the types of Transformational Leadership?

A

Individualized Consideration
Intellectual Stimulation
Inspiration Motivation
Idealized influence

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4
Q

I.LEADERSHIP

Hands off or absence of Leadership, absent when needed and does not care.

A

Laissez Faire Leadership

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5
Q

I.LEADERSHIP

Waiting for things to go wrong before taking any action and believes if it’s not broke don’t fix it

A

Management by exception-Passive

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6
Q

I.LEADERSHIP

Focusing on attention on mistakes, shortcomings and deviation

A

Management by exception-active

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7
Q

I.LEADERSHIP

Monitors progress towards goals actively and provides supportive feedback

A

Contingent Reward

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8
Q

I.LEADERSHIP

Encouraging continous development and growth of personnel and sending message “I care about you”

A

Individualized Consideration

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9
Q

I.LEADERSHIP

Challenge the old ways of doing things and come up with new ideas

A

Intellectual Stimulation

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10
Q

I.LEADERSHIP

Talk about the mission or purpose for the group or organization and use a strong and evocative language

A

Inspirational motivation

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11
Q

I.LEADERSHIP

Setting an example for all to emulate and sending a message “I believe that this is truly the right thing to do”

A

Idealized Influence

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12
Q

II. FOLLOWERSHIP

FOLLOWERSHIP is the ability to follow without ____ in pursuit of organizational goal.

A

Star billing

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13
Q

II. FOLLOWERSHIP

Give 10 characteristics of a Good Follower

A

Patient
Attentive
Flexible

Supportive
Reliable
Tenacious
Sets Example

Loyal
Competent
Creative
Committed

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14
Q

II. FOLLOWERSHIP

Founder of a Kelley’s Followership Model.

A

Dr Robert E Kelley

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15
Q

II. FOLLOWERSHIP

Diagram that presents different types of follower

A

Kelley’s Followership Model

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16
Q

II. FOLLOWERSHIP

Three Dimensions of followership

A
  1. Independent, Critical thinker
  2. Dependent, uncritical thinker
  3. Acting Dimension (Active and Passive)
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17
Q

II. FOLLOWERSHIP

Do only what they are told.

A

Dependent,Uncritical Thinker

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18
Q

II. FOLLOWERSHIP

Willing to be innovative and offer feedback

A

Independent, Critical thinker

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19
Q

II. FOLLOWERSHIP

Determines followers ownership of the task.

A

Acting Dimension

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20
Q

II. FOLLOWERSHIP

A no sense of ownership followers.

A

Passive followers

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21
Q

II. FOLLOWERSHIP

Follower that has a strong ownership for the task.

A

Active followers

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22
Q

II. FOLLOWERSHIP

Types of Followers

A 
Alienated
Passive
Pragmatic
Exemplary
Conformist
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23
Q

II. FOLLOWERSHIP

“The Survivor” and plays political games

A

Pragmatist Follower

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24
Q

II. FOLLOWERSHIP

The Loner or Maverick

A

Alienated Follower

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25
Q

II. FOLLOWERSHIP

Lacks of own ideas and the YES man

A

Conformist Follower

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26
Q

II. FOLLOWERSHIP

Not a Yes man and an effective follower

A

Exemplary Follower

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27
Q

II. FOLLOWERSHIP

Follows the crowd and “the sheep”.

A

Passive Follower

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28
Q

II. FOLLOWERSHIP

Things to consider. Being an _____ takes practice

A

Exemplary Follower

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29
Q

II. FOLLOWERSHIP

“It is hard to have ______ when you have a divided ________”. Joseph Badaraco

A

leadership, followership

30
Q

II. FOLLOWERSHIP

______ are also followers;
No one ____ all of the time;
Leadership involves showing and teaching someone how to lead the way, while followership involves attention to ____ the way.

A

leaders,
leads,
modelling

31
Q

II. FOLLOWERSHIP

Enumerate the Followership Principles

A
  1. Know yourself and seek self improvement
  2. Be tactically and technically proficient
  3. Comply with orders, onitiate actions in absence of orders
  4. Take responsibility for actions
  5. Make sound and timely decion and recommendations
  6. Set example for others
  7. Be familiar with your leaders and his job; anticipate requirements
  8. Keep your keaders informed
  9. Understand the task and ethicalky accomplish it
  10. Be a team member, not a Yes man
32
Q

III. COG’s Ladder

______ is a model of group development

A

COG’s Ladder

33
Q

III. COG’s Ladder

He coined the COG’s Ladder.

A

DR GEORGE O CHARRIER

34
Q

III. COG’s Ladder

Stages of COG’s Ladder

A
  • Polite stage
  • Why we’re here stage?
  • Bid for power stage
  • Consructive stage
  • Esprit Stage
35
Q

III. COG’s Ladder

Stage where Cliques grow, merge and wield influence?

A

Why we’re here Stage

36
Q

III. COG’s Ladder

Stage where Cliques are formed?

A

Polite stage

37
Q

III. COG’s Ladder

Cliques begin to dissolve.

A

Constructive stage

38
Q

III. COG’s Ladder

Cliques are more important during this stage

A

Bid for power stage

39
Q

III. COG’s Ladder

Cliques are absent.

A

Esprit Stage

40
Q

IV. APTEC

A systematic, cyclical, operational approach to planning and execution

A

APTEC

41
Q

IV. APTEC

APTEC stands for?

A 
Analyze
Plan
Train
Execute
Critique
42
Q

IV. APTEC

Steps under Analyze stage

A 
ID and understand mission/problem 
Gather and use date
Generate solution
Test and evaluate solution
Choose and modify solution
43
Q

IV. APTEC

Types of data

A

Facts
Assumptions
Definitions
Criteria

44
Q

IV. APTEC

Areas to consider in gathering data

A

ROE
Environment
Enemy
Resources

45
Q

IV. APTEC

Elements of Plan

A 
Priorities
Timing
Sequencing
Assignments 
Accountability 
Contingents
46
Q

IV. APTEC

Steps under Train stage

A

Make sure followers know
Upgrade competence
Upgrade Commitment

47
Q

IV. APTEC

Purpose in Execute Stage

A

Accomplish mission

Collect data

48
Q

IV. APTEC

A mental force that hinders efficiency of operations.

A

Fog

49
Q

IV. APTEC

Incidents that lowers performance.

A

Friction

50
Q

IV. APTEC

Steps under Critique stage

A

Review what was supposed to happen
Establish what happened
Determine what was right or wrong
Determine how the task should be done differently next time

51
Q

V. TEAM BUILDING

Ability to lead

A

Leadership

52
Q

V. TEAM BUILDING

Characteristics of a Group

A
  • Definable Membership
  • Group Consciousness
  • Interaction
  • Interdepence or needs satisfaction
  • Ability to act together
  • Sense of Shared purpose
53
Q

V. TEAM BUILDING

A sense of belonging to the group

A

Group Consciousness

54
Q

V. TEAM BUILDING

Verbal, Nonverbal and symbols

A

Interaction

55
Q

V. TEAM BUILDING

Two or more people coming together with common identity or purpose

A

Definable membership

56
Q

V. TEAM BUILDING

Reasons why the group exists

A

Sense of shared purpos

57
Q

V. TEAM BUILDING

Produces a commitment to other members and the unit.

A

Cohesion

58
Q

V. TEAM BUILDING

Simple formula of a TEAM

A

Group + Cohesion = TEAM

59
Q

V. TEAM BUILDING

Any planned event designed to improve the way a unit a unit accomplishes its mission

A

Team Building

60
Q

V. TEAM BUILDING

A group of people working together to accomplish a common goal

A

TEAM

61
Q

V. TEAM BUILDING

Characteristics of a TEAM

A
  • Accountability
  • Commitment
  • Common goal/objectives
  • Interdependence
62
Q

V. TEAM BUILDING

A sense of obligation to help the team to help the team achieve its goal

A

Commitment

63
Q

V. TEAM BUILDING

Both leaders and followers are necessary

A

Interdependence

64
Q

V. TEAM BUILDING

Shared by all teams and members

A

Common goal/Objective

65
Q

V. TEAM BUILDING

Readiness to accept responsibility

A

Accountability

66
Q

V. TEAM BUILDING

A test laboratory for leadership and team building

A

SOS

67
Q

V. TEAM BUILDING

Intense loyalty among members

A

Cohesion

68
Q

V. TEAM BUILDING

Feelings of morale associated with group membership

A

Cohesion

69
Q

IV. APTEC

Athmosphere of uncertainty

A

Fog

70
Q

V. TEAM BUILDING

The ability to lead a group to some common objective or goal

A

Military Leadership

SOCBLOCK2 (11 decks)

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