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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
II. FOLLOWERSHIP Lacks of own ideas and the YES man
Conformist Follower
26
II. FOLLOWERSHIP Not a Yes man and an effective follower
Exemplary Follower
27
II. FOLLOWERSHIP Follows the crowd and "the sheep".
Passive Follower
28
II. FOLLOWERSHIP Things to consider. Being an _____ takes practice
Exemplary Follower
29
II. FOLLOWERSHIP "It is hard to have ______ when you have a divided ________". Joseph Badaraco
leadership, followership
30
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.
leaders, leads, modelling
31
II. FOLLOWERSHIP Enumerate the Followership Principles
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
III. COG's Ladder ______ is a model of group development
COG's Ladder
33
III. COG's Ladder He coined the COG's Ladder.
DR GEORGE O CHARRIER
34
III. COG's Ladder Stages of COG's Ladder
- Polite stage - Why we're here stage? - Bid for power stage - Consructive stage - Esprit Stage
35
III. COG's Ladder Stage where Cliques grow, merge and wield influence?
Why we're here Stage
36
III. COG's Ladder Stage where Cliques are formed?
Polite stage
37
III. COG's Ladder Cliques begin to dissolve.
Constructive stage
38
III. COG's Ladder Cliques are more important during this stage
Bid for power stage
39
III. COG's Ladder Cliques are absent.
Esprit Stage
40
IV. APTEC A systematic, cyclical, operational approach to planning and execution
APTEC
41
IV. APTEC APTEC stands for?
``` Analyze Plan Train Execute Critique ```
42
IV. APTEC Steps under Analyze stage
``` ID and understand mission/problem Gather and use date Generate solution Test and evaluate solution Choose and modify solution ```
43
IV. APTEC Types of data
Facts Assumptions Definitions Criteria
44
IV. APTEC Areas to consider in gathering data
ROE Environment Enemy Resources
45
IV. APTEC Elements of Plan
``` Priorities Timing Sequencing Assignments Accountability Contingents ```
46
IV. APTEC Steps under Train stage
Make sure followers know Upgrade competence Upgrade Commitment
47
IV. APTEC Purpose in Execute Stage
Accomplish mission | Collect data
48
IV. APTEC A mental force that hinders efficiency of operations.
Fog
49
IV. APTEC Incidents that lowers performance.
Friction
50
IV. APTEC Steps under Critique stage
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
V. TEAM BUILDING Ability to lead
Leadership
52
V. TEAM BUILDING Characteristics of a Group
- Definable Membership - Group Consciousness - Interaction - Interdepence or needs satisfaction - Ability to act together - Sense of Shared purpose
53
V. TEAM BUILDING A sense of belonging to the group
Group Consciousness
54
V. TEAM BUILDING Verbal, Nonverbal and symbols
Interaction
55
V. TEAM BUILDING Two or more people coming together with common identity or purpose
Definable membership
56
V. TEAM BUILDING Reasons why the group exists
Sense of shared purpos
57
V. TEAM BUILDING Produces a commitment to other members and the unit.
Cohesion
58
V. TEAM BUILDING Simple formula of a TEAM
Group + Cohesion = TEAM
59
V. TEAM BUILDING Any planned event designed to improve the way a unit a unit accomplishes its mission
Team Building
60
V. TEAM BUILDING A group of people working together to accomplish a common goal
TEAM
61
V. TEAM BUILDING Characteristics of a TEAM
- Accountability - Commitment - Common goal/objectives - Interdependence
62
V. TEAM BUILDING A sense of obligation to help the team to help the team achieve its goal
Commitment
63
V. TEAM BUILDING Both leaders and followers are necessary
Interdependence
64
V. TEAM BUILDING Shared by all teams and members
Common goal/Objective
65
V. TEAM BUILDING Readiness to accept responsibility
Accountability
66
V. TEAM BUILDING A test laboratory for leadership and team building
SOS
67
V. TEAM BUILDING Intense loyalty among members
Cohesion
68
V. TEAM BUILDING Feelings of morale associated with group membership
Cohesion
69
IV. APTEC Athmosphere of uncertainty
Fog
70
V. TEAM BUILDING The ability to lead a group to some common objective or goal
Military Leadership

SOCBLOCK2 (11 decks)

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