Brainscape's Knowledge GenomeTM


Top Flashcards (Certified)
All Flashcards

Leadership > Leadership: Influencing > Flashcards

Leadership: Influencing Flashcards

1
Q

Influence relies on

A

Using one’s power and/or skills to change other’s perceptions or actions.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Five ways leaders can create power

A
  • Legitimate power
  • Reward power
  • Expert power
  • Referent power
  • Coercive power
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Legitimate power is created

A

Formally—through a title or position in the hierarchy that is associated with the rights of leadership.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Reward power is created

A
  • When the leader can offer followers something they value in exchange for their commitment
    • Examples: promotions or compensation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Expert power

A

Created when a leader is recognized as possessing great intelligence, insight, or experience.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Referent power

A
  • Created by the leader’s personality
  • The ability to get admiration, affection, and/or loyalty.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Coercive power

A

Created when the leader has the power to punish those who do not follow.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Power creation from external factors

A
  • Legitimate
  • Reward
  • Coercive
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Power creation from internal factors

A
  • Referent
  • Expert
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Legitimate power advantages

A

Save time in decision making and focus team on the organization’s goals.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Legitimate power disadvantages

A

If leader is not competent and effective at leading.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Reward power advantages

A

Appeal to the team members’ individual motivators

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Reward power disadvantages

A

Useful only of leader is able to access and extend meaningful rewards to team members

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Expert power advantages

A
  • Improve a team’s efforts by offering advice and guidance
  • Can win respect for the team and its work throughout the organization
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Expert power disadvantages

A
  • Can create a dependency and weaken team member initiatives and discourage their contributions
  • Effect will weaken if the individual is a weak team leader
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Referent power advantages

A

Appeal to social needs of individuals, the desire for affiliation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Referent power disadvantages

A

Will weaken if leader is not competent, effective and fair

18
Q

Coercive power advantages

A

Get immediate results

19
Q

Coercive power disadvantages

A

Damages team members’ motivation and self-direction over time

20
Q

Why must leaders persuade instead of coerce

A
  • Can damage ongoing relationships
  • Ability to reward may be limited
21
Q

How to persuade

A
  • Reasoning
  • Mutually held visions
  • Reciprocity
  • Trade for what you want, using expertise or resources to fill another’s needs
22
Q

How to reason

A
  • Explain advantages of one’s view logically and clearly with examples
  • Most effective when combined with knowledge of the other person’s needs and potential for aligning interest for mutual benefit
23
Q

Process of reciprocity

A

System of banking “favors” so that one can ask for favor in return in the future

24
Q

How to utilize other’s influencing style

A
  • Recognizing your own and others
  • Flex or use the most appropriate type of influence for the situation and people involved
25
High trust levels in a relationship lead to
* Conflicts that are easily resolved or avoided entirely * Quick negotiations with mutually acceptable conditions
26
Qualities of a trusting person
* Common values * Aligned interest * Benevolence * Capability or competence * Predictability and integrity * Communication
27
Benevolent person
One who has genuine concern for another's well being, above or equal to his or her own interest
28
Emotional intelligence (EI)
* Ability to be sensitive to and understand one's own and others' emotions and impulses. * Allows people with different backgrounds and perspectives to work productively with each other
29
Without EI
* Behaviors needed to support a global mindset or diversity in the workplace are practically impossible. * Empathy, cooperation, willingness to learn about and accept differences
30
Four branches of emotional intellegence
1. Perceiving emotion 2. Using emotion to facilitate thought 3. Understanding emotion 4. Regulating emotion
31
Perceiving emotion
* Identifying and evaluating your own and others emotions. * Ex: being aware of emotional shifts in a room during an organizational meeting
32
Using emotion to facilitate thought
* Using feelings to promote and inform decision making, problem solving, and other cognitive activities. * Ex: using changes in mood to approach a decision from multiple viewpoints
33
Understanding emotion
* Interpreting complex emotions and understanding their causes. * Ex: predicting employee's emotions after an announcment of structural changes in the organization
34
Regulating emotion
* Tracking and managing one’s own and others’ emotions. * Ex: detaching from anger in a problem if it is limiting the ability to solve a problem
35
Emotional Intelligence Quotient (EIQ)
Measurements of EI as a measurement of leadership ability
36
Emotional Intelligence Quotient (EIQ) components
1. Self-awareness 2. Self-regulation 3. Motivation 4. Empathy 5. Social skills
37
Self-awareness component of EIQ
* Becoming more aware of one’s own emotions and needs and their effect on work relationships. * Ex: manager who knows they will be short-tempered under deadline stress
38
Self-regulation component of EIQ
* Learning to control and accommodate one’s emotions. * Ex: manager dealing with deadline stress can manage schedules and work plans to minimize those stresses
39
Motivation component of EIQ
* A passion for the job or current objective. * Drive to succeed, resilience, and optimism are all part of this component.
40
Empathy component of EIQ
* Moving from self-awareness to awareness and acceptance of the importance and legitimacy of others’ emotions * Critical quality for team building, coaching and mentoring * Critical skill in diverse organizations - where other's emotional response may be very different
41
Social skills component of EIQ
* The ability to create connections or rapport with others * Also been called social intelligence
42
Social intelligence involves
* Seeing and interpreting the impact of your behavior on others and altering behavior to increase other's comfort and trust * Understanding the "rules" of particular social contexts and expected behaviors * Can shift roles in different contexts without falseness

Leadership (6 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2025 Bold Learning Solutions. Terms and Conditions