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OTH Management > Leadership Lecture > Flashcards

Leadership Lecture Flashcards

1
Q

Which of the following is a method for staff development?
peer in service
annual performance rei

A

peer in service

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2
Q

What is the primary role of a consultant to occupational therapy

A

to help solve existing or potential problems

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3
Q

Waht does FTE stands for in context of staffing needs

A

Full time equivalent

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4
Q

Which of the folow is not a type of reward system
oral
written
paid
mandatory overtime

A

mandatory overtime.

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5
Q

What is a consquence of sidestepping discipline in work place

A

establishing departmental norms

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6
Q

What is the most true about a job analysis

A

Data collection tool to dilineate qualities about the job

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7
Q

What is a short paragraph that describes a job

A

Job summary

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8
Q

What is an example of direct marketing

A

internet

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9
Q

Which of these is not a stage of interview?

A

resume screening

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10
Q

Which question can you ask
age, reason, child care, religion, mariage

A

reason for seeking employment

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11
Q

What is leadership?

A

Leadership is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals… The person who exerts such influence is a leader.”

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12
Q

Describe someone who has been a successful leader or mentor to you?
Write down a short list of 5-8 qualities

A
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13
Q

Traits related to effective leadership: Early view.

A

Intelligence
Knowledge and expertise
Dominance
Self-confidence
High Energy
Tolerance for Stress
Integrity and honesty
Maturity

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14
Q

Contingency Model
Leadership Styles:

A

Relationship Oriented
Leaders whose primary concern is to develop good relationships with their subordinates and be liked by them

Task Oriented
Leaders whose primary concern is to ensure that subordinates perform at a high level

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15
Q

Relationship Oriented

A

Leaders whose primary concern is to develop good relationships with their subordinates and be liked by them

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16
Q

Task Oriented

A

Leaders whose primary concern is to ensure that subordinates perform at a high level

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17
Q

More Recent Approach to LeadershipFull Range Leadership Theory - Define transformation leadership and transaction leadership

A

Transformational Leadership
Charisma to inspire, intellectual stimulation
Heightens motivation by attending to the needs of individuals to achieve and grow

Transactional Leadership
Outcome based
Establishes contracts toward achieving objectives Establishes criteria for compliance

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18
Q

Transformational Leadership

A

Charisma to inspire, intellectual stimulation
Heightens motivation by attending to the needs of individuals to achieve and grow

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18
Q

Transactional Leadership

A

Outcome based
Establishes contracts toward achieving objectives Establishes criteria for compliance

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19
Q

Two Types of Outcome Monitoring byTransactional Leaders

A

passive leadership and Active leadershi[

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20
Q

Passive Leadership

A

Awaits mistakes before acting

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21
Q

Active Leadership

A

Monitors actively for mistakes

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22
Q

Elements of a successful leader

A

Passion - doesn’t mean you have to be loud
Energy
Focus on Quality
Establishes Priorities
Acknowledges Others
Notices Flow
Expect the Best
(self & others)
Assumes people like you
Allows conflict
Posture & Eye Contact
Visualization of Day
Positive Language
Accountability
Attention to Detail

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23
Q

Deeper elements of a successful leader

A

Surrounded with right influences
Positive Self Talk
Sense of Urgency
Humble & Teachable
Joyful
Consistent
Recognizes respect is earned
Balances strive for achievement with recognizing you can’t do it all: Manage time
Active & Passive Mentor
Strong Communication

24
Q

What is an active mentor vs Passive

A

Active - huddles with team, making meeting
passive, shared office space they wait for the staff to come to them.

24
Q

Sense of urgency - you want to make sure that

A

they are taking concerns from the group seriously and can prioritize the list of concerns.

25
Q

Goleman’s Approach to Leadership:Emotional Intelligence

A

Emotional Intelligence:
“The capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.”

26
Q

Emotional intellegence can be

A

taught

27
Q

Emotional Intelligence four domains

A

Self-Awareness

Self-Management

Social Awareness

Relationship Management

28
Q

Self awareness

A

What I see about me

Your ability to accurately recognize your emotions as they happen and to understand your general tendencies for responding to different people and situations

Emotionally self-aware
Accurate self-assessment
Self-confidence

29
Q

Self-Management definition

A

What I do with me

Your ability to keep a pulse on your emotions so that you stay flexible and positively choose how you react to different situations and people

30
Q

Qualities associated with self management

A

Emotional Self-Control
Trustworthiness
Conscientiousness
Adaptability
Achievement Orientation
Initiative
Optimism

31
Q

Social awareness defintion

A

What I see with others

Your ability to recognize and understand the moods of other individuals and entire groups of people. This awareness is necessary to control your reactions to others and manage relationships to the best of your ability.

32
Q

Social awareness qualities

A

Empathy
Organizational awareness
Service orientation

33
Q

Relationship Management definition

A

What I do with others

Your ability to use your awareness of your emotions and the emotions of others to manage interactions and relationships constructively, and lead to positive outcomes

34
Q

Relationship management qualities

A

Visionary Leadership
Influence
Developing Others
Communication
Change Catalyst
Conflict Management
Building Bonds
Teamwork and Collaboration

35
Q

Can you teach Emotional Intelligence?

A

Yes

36
Q

Can you improve a persons IQ?
The capacity for knowledge?

Can you improve a person’s EQ?
The capacity to be self-aware, to manage your emotions, to be aware of others, and to develop your social skills?

A

Yes, Yes, Yes, Yes

37
Q

Can you Choose your Managerial Style, should it be situational or global?

A

You should use a variety of management styles and stick with positive ones.

Goleman asserts we should learn a range of management styles and use them judiciously for the given situation.
Goleman asserts we use positive management styles most often.

38
Q

Managerial Leadership Styles

A

Coercive/Commanding: “Do it the way I tell you”

Authoritative/Visionary: Firm but fair

Affiliative: People first

Democratic: Participative management

Pacesetting: “Do it myself”

Coaching: Developmental management

39
Q

Coercive/Commanding

A

“Do what I tell you”

Controlling: Strict disciplinarian

Best in a crisis situation

Overall impact: Negative

  • Think military or running a code or active shooter drill
40
Q

Authoritative/Visionary

A

Tends to be the most effective

“Come with me”

Visionary, Influencing

Best in setting new vision, direction setting

Overall impact: Most Positive overall

you need to be firm but fair. Good for a new grad to show them the way.

41
Q

Affiliative

A

“People come first”

Harmonious workplace; build security

Best when building teams, diffusing stress

Overall impact: Positive

  • can be used when things aren’t going well and the team needs extra support, when you want to build your team to stick together.
42
Q

When can affiliative management be problematic

A

if it feels like the manager is more friends with the team rather then the boss

43
Q

Democratic management style

A

“Everyone has a voice”

Team-based; consensus decision-making

Best when needing input; gaining buy in

Overall impact: Positive

44
Q

When can democratic style be negative?

A

When the team then thinks that they can offer input on everything even when they’re not asked for input.

45
Q

An example of a positive leadership

A

We have money to buy new tech and you ask your team to do research and chime in on what they like and what they want.

46
Q

Pacesetting

A

“Do as I do, now”

Excellence, independent work-place

Best when needing quick results

Overall impact: Negative

47
Q

What is the positive place for pacesetting

A

think tanks and engineering

48
Q

Why is pace-setting negative

A

its not sustainable

49
Q

Coaching Management style

A

“Developing people is job #1”

Ongoing feedback; Long term view

Best when developing others is key

Overall impact: Positive

50
Q

Where does coaching managaemnt happen a lot in OT?

A

Fieldwork

51
Q

Highly effective workplaces are found where leadership uses a combination of mainly:

A

Authoritative, Democratic, Affiliative, and Coaching Leadership

52
Q

most effective

A

Authoritative/Visionary leadership is the

52
Q

Leaders who use styles that positively impact the environment have much better financial results than those who do not

A

True

53
Q

Which leadership should be used sparingly, with caution

A

Coercive/Commanding

54
Q

Which management style should not be used alone & only with highly competent, self-motivated groups
Coaching Style, while very positive, is used the least

A

The Pacesetting Style

55
Q
A

OTH Management (21 decks)

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