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leadership exam Flashcards

(55 cards)

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1
Q

Practice 1: Model the Way

A

Clarify your values and affirm the shared values

Set the example by aligning actions with values

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2
Q

Practice 2: Inspire a Shared Vision

A

Envision the future by imaging exciting and ennobling possibilities

Enlist others in a common vision by appealing to shared aspirations

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3
Q

Practice 3: Challenge the Process

A

Search for opportunities

Experiment and take risks - small wins and learning from the experience

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4
Q

Practice 4: Enable Others to Act

A

Practice 3: Challenge the Process
Search for opportunities

Experiment and take risks - small wins and learning from the experience
Practice 4: Enable Others to Act
Foster collaboration by building trust and relationships

Strengthen others

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5
Q

Practice 5: Encourage the Heart

A

Recognize others contributions by showing appreciations

Celebrate the values and victories

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6
Q

5 Practices Outcomes

A

Create higher-performing teams

Generate increased sales and customer satisfaction levels

Promote high degrees of involvement in schools

More successfully represent their units to upper management

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7
Q

Commitment 1 - Clarify Value

A

By finding your voice and affirming shared values

  • Find your voice
  • Affirm shared values
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8
Q

Finding Your Voice

A
  • Have to explore your inner self

- Have to discover what you care about, what defines you, and what makes you who you are

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9
Q

Affirm Shared Values

A
  • Stress common values and build on agreement
  • Communication accuracy increases when people feel like they are involved
  • Cannot force people to unite or to hold things in common
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10
Q

Commitment 2 - Set the Example

A

By aligning actions and values

  • Live the shared Values (leading by example
  • Teach others to model the values (extrapolating those values to the team)
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11
Q

Commitment 3 - Envision the Future

A

Enlist others in a common vision by appealing to shared aspirations

  • Imagine the possibilities
  • Find a common purpose
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12
Q

Envision the Future - Attend to the Present

A

You have to see the pieces in order to figure out how they fit together to see whats ahead

Listen deeply and attend to what is meaningful

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13
Q

Commitment 4 - Enlist Others

A

Common vision by appealing to shared aspirations

Appeal to common ideals
Animate the vision

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14
Q

Enlist Others - Animate the Vision

A

To see and feel how their interests and aspirations are aligned with the vision

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15
Q

Commitment 5 - Search for Opportunities

A

By seizing initiative and looking outward for innovative ways to improve

  • Seize the initiative
  • Exercise outsight
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16
Q

Pros of Challenges

A

Brings out the best in people

Requires doing things differently

Letting go of the status quo

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17
Q

Commitment 6 - Experiment and Take Risks

A

By constantly generating small wins and learing from experience

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18
Q

Experiment and Take Risks - Generate Small Wins

A
  • Break the long journey into milestones
  • You move people forward step-by-step
  • Create a sense of moment
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19
Q

High Psychological Hardiness People

A

More likely to bounce back form failure

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20
Q

Low Psychological Hardiness People

A

Less likely to bounce back from failure

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21
Q

Psychological Hardiness Factors

A

Commitment
Control
Challenge

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22
Q

Psychological Hardiness - Commitment

A

Committing yourself to what is happening

Being involved, engaged and curious

Cannot sit back and wait for something to happen

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23
Q

Psychological Hardiness - Control

Study These Flashcards
A

Having to control your own life

Need to make an effort to influence what is happening

Refuse to sink into powerlessness or passivity

24
Q

Psychological Hardiness - Challenge

Study These Flashcards
A

Seeing it as an opportunity to learn from negative and positive experiences

25
Learning Agility
The ability to reflect on experiences and then engage in new behaviors based on those reflect
26
Learning Agility Components
Self - Confidence Self - Awareness Self - Discipline
27
Self - Confidence
To honestly examine oneself
28
Self - Discipline
To engage in new behavior
29
Self - Awareness
To seek feedback and suggestions
30
Resilience
The ability to recover quickly from setbacks and continue to purse a vision of the future
31
Commitment 7 - Foster Collaboration
By building trust and relationships - Create a climate of trust - Facilitate relationships
32
Commitment 8 -Strengthening others
Strengthen others Enhance Self-determination Develop competence and confidence
33
Multipliers
Leaders who make everyone around them smarter
34
Diminishers
Multipliers Leaders who make everyone around them smarter Diminishers Leaders who drain the energy and capability of those around them
35
Organizational Citizen Behaviours
Employee actions above and beyond the call that make the difference between ordinary and extraordinary performance
36
More Freedom of Choice
More Freedom of Choice
37
Types of Feedback
Appreciation Coaching Evaluation
38
Appreciation
Saying "thanks"
39
Coaching
Appreciation Saying "thanks" Coaching "Heres a better way to do it" Skills driven, short term and behaviour focuses The process of equipping people with the tools, knowledge and opportunities they need to develop themselves and become more effective
40
Mentoring
Coaching "Heres a better way to do it" Skills driven, short term and behaviour focuses The process of equipping people with the tools, knowledge and opportunities they need to develop themselves and become more effective Mentoring Relationship oriented, long term cope and holistic Seeking to develop people from the inside out Helping them reach their full potential Matter of the heart vs skill
41
Evaluation
"heres where you stand"
42
Commitment 9- Recognize Contributions
Recognize others contribution by showing appreciation - Expect the best - Personalize recognition
43
Personalize Recognition
People need encouragement to function at their best and to persist over time when the - hours are long - work hard - tasks are challenging
44
Expect the Best
Beliefs in others abilities is essential to making extraordinary things happen
45
Positive Expectations
Profoundly influence other aspirations, often unconsciously
46
Commitment 10 - Celebrate Values and Victories
By creating a spirit of community - Creating spirit of community - Being personally involved
47
Celebrations
Important part of making extra ordinary things happen Celebrations of achievements
48
Creating a Spirit of Community
Creating a Spirit of Community
49
Be Personally Involved
getting involved and showing you care. Spreading stories. in as many recognition and celebrations as possible. Show you care by being available during tough times.
50
What People Look for In Leaders
Honest, Competent, Inspiring, Forward Thinking
51
Leadership Is
A relationship
52
1st Law of Leadership
If you don't believe the messenger, you won't believe the message
53
2nd Law of Leadership
DWYSYWD - Do what you say you will do - Practice what you preach - Walk your talk - Make your actions consistent with your words - Put your money where your mouth is - Follow through on your promises
54
High Credibility
- Be proud to tell others about their organization - Feel a strong sense of team spirt - Feel attached and committed to an organization - Have a sense of ownership of organization
55
Low Credibility
- Produce only if they are watch carefully - Feel unsupported and unappreciated - Be motivated primary by money - Consider looking for another job iif organization experiencing difficulties

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