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leadership challenge > leadership exam > Flashcards

leadership exam Flashcards

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

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

A

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

25
Q

Learning Agility

A

The ability to reflect on experiences and then engage in new behaviors based on those reflect

26
Q

Learning Agility Components

A

Self - Confidence
Self - Awareness
Self - Discipline

27
Q

Self - Confidence

A

To honestly examine oneself

28
Q

Self - Discipline

A

To engage in new behavior

29
Q

Self - Awareness

A

To seek feedback and suggestions

30
Q

Resilience

A

The ability to recover quickly from setbacks and continue to purse a vision of the future

31
Q

Commitment 7 - Foster Collaboration

A

By building trust and relationships

  • Create a climate of trust
  • Facilitate relationships
32
Q

Commitment 8 -Strengthening others

A

Strengthen others
Enhance Self-determination
Develop competence and confidence

33
Q

Multipliers

A

Leaders who make everyone around them smarter

34
Q

Diminishers

A

Multipliers
Leaders who make everyone around them smarter
Diminishers
Leaders who drain the energy and capability of those around them

35
Q

Organizational Citizen Behaviours

A

Employee actions above and beyond the call that make the difference between ordinary and extraordinary performance

36
Q

More Freedom of Choice

A

More Freedom of Choice

37
Q

Types of Feedback

A

Appreciation
Coaching
Evaluation

38
Q

Appreciation

A

Saying “thanks”

39
Q

Coaching

A

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
Q

Mentoring

A

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
Q

Evaluation

A

“heres where you stand”

42
Q

Commitment 9- Recognize Contributions

A

Recognize others contribution by showing appreciation

  • Expect the best
  • Personalize recognition
43
Q

Personalize Recognition

A

People need encouragement to function at their best and to persist over time when the

  • hours are long
  • work hard
  • tasks are challenging
44
Q

Expect the Best

A

Beliefs in others abilities is essential to making extraordinary things happen

45
Q

Positive Expectations

A

Profoundly influence other aspirations, often unconsciously

46
Q

Commitment 10 - Celebrate Values and Victories

A

By creating a spirit of community

  • Creating spirit of community
  • Being personally involved
47
Q

Celebrations

A

Important part of making extra ordinary things happen

Celebrations of achievements

48
Q

Creating a Spirit of Community

A

Creating a Spirit of Community

49
Q

Be Personally Involved

A

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
Q

What People Look for In Leaders

A

Honest, Competent, Inspiring, Forward Thinking

51
Q

Leadership Is

A

A relationship

52
Q

1st Law of Leadership

A

If you don’t believe the messenger, you won’t believe the message

53
Q

2nd Law of Leadership

A

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
Q

High Credibility

A
  • 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
Q

Low Credibility

A
  • 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

leadership challenge (1 decks)

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