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OL140 > Midterm > Flashcards

Midterm Flashcards

1
Q

Leadership Definition

A
  • The ability to influence, motivate, and enable others
  • To achieve a goal
  • To contribute toward the effectiveness of the organizations and the society in which they are members
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2
Q

Leadership as a Trait

A
  • Trait: distinguishing quality of an individual, often inherited
  • “Great man” theories imply only some people are leaders
  • -> Intelligent, alert, responsible, persistent, social, self-confident
  • To be effective, you need the right traits for the situation
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3
Q

Leadership as an Ability

A
  • Ability: a natural capacity, can also be strengthened

- We can develop our abilities (to some extent) through hard work and practice

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4
Q

Leadership as a Behaviour

A
  • Behaviour: what a person does; observable
  • -> Task behaviours: focus on getting the job done
  • -> Process behaviours: focus on improving the situation
  • Effective leadership combines these two behaviours in an optimum way
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5
Q

Leadership as a Relationship

A
  • Relationship: a process of collaboration
  • An unusual way of thinking of leadership
  • Focuses on the communication between leaders and followers, rather than just the leader
  • An interactive process, not top down
  • Mutual purposes imply an ethical dimension: it’s not about the leaders goals
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6
Q

Leadership as an Influence Process

A
  • The approach emphasized in Northouse
  • Defined: a process whereby an individual influences a group to achieve a common goal
  • Interactive event
  • -> Leaders affect followers
  • -> Followers affect leaders
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7
Q

Indra Nooyi, CEO of PepsiCo

A

Competency, courage and confidence, communication, consistency, compass (integrity)

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8
Q

Dark Leadership Is…

A

A leader seeks out personal rather than common goals

Followers are left worse off

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9
Q

Dark Leadership Happens When…

A
  • The leader is destructive
  • The followers are susceptible
  • The environment is conducive (e.g. no checks/balances, rules)
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10
Q

Types of Bad Leadership

A

Ineffective: failed to produce the desired change because of something that they lack and/or inappropriate strategies/tactics

Unethical: character issues, right vs. wrong

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11
Q

Types of Ineffective Leaders

A

Incompetent → lack the will and skill to sustain effective action

Rigid → are stiff and unyielding; may be competent but are unwilling or unable to adapt

Intemperate → lack self control

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12
Q

Types of Unethical Leaders

A

Callous → are uncaring or unkind; ignores the wants, needs, and wishes of others (especially subordinates)

Corrupt → lie, cheat or steal more than usual; put self-interest above public interest

Insular → minimize the wellbeing of “others” - those outside the group/organization

Evil → commit atrocities; use pain as an instrument - can be slight, severe, physical, psychological

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13
Q

Passive (Sheep) Follower

A

don’t show initiative or responsibility; require external motivation and constant supervision. Passive; uncritical; perform tasks given to them then stop

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14
Q

Conformist (yes people) Follower

A

willingly participate; very busy but doesn’t necessarily engage brain to think through what they’re doing. Can be aggressively deferential but dependent on the leader for inspiration

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15
Q

Pragmatic Survivor (canary) Follower

A

“better safe than sorry”; constantly check the wind direction; flips between various follower types to suit each situation; don’t stand behind controversial or unique idea with a majority; prefer background

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16
Q

Alienated Follower

A

critical and independent in their thinking but passive in carrying out role; something turned them off; thinks extremely well but often snipes on the sidelines; stuck; cynical, and feel has lost power

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17
Q

Effective (stars) Follower

A

critical, positive, independent thinker and active in behaviour; treats people consistently regardless of power; stay focused on organizations needs; assumes leadership as needed; uses referent, expert, network and information power; well balanced and responsible

18
Q

How to Cultivate Effective Leaders

A
  1. Redefine followership and leadership
  2. Hone followership skills
  3. Performance evaluation and feedback
  4. Organizational structures: built into organizational fabric vs. occasional lip service
19
Q

What Does A Vision Look Like?

A
  1. An image of what the future could look like
  2. An emphasis on change and challenge
  3. Based on one’s own values, the values of others, and the values of the organization
  4. Provides a road map for the future
  5. Links present to the future
  6. Help to establish a standard of excellence and integrity
20
Q

How To Implement A Vision

A
  1. involve others
  2. be short and sweet
  3. choose your words carefully
  4. adapt to your audience
  5. implement the vision
21
Q

Intelligence

A
  • Intelligent individuals have good language skills, perceptual skills and reasoning ability
  • It is hard to change intelligence quotient (IQ) but it is possible to:
  • -> Obtain knowledge
  • ->Learn about your job and environment
  • -> Use information to become better leaders
22
Q

Confidence

A
  • A trait that has to do with feeling positive about oneself and one’s ability to succeed
  • Confident people:
    Feel self-assured
    Believe they can accomplish goals
    Do not second-guess themselves, they move forward with clear visions
    They are positive and about self and ability
  • To build it we can:
    Understand what is required (i.e. reducing uncertainty)
    Have mentor show you the way and provide feedback
    Practice
23
Q

Charisma

A
  • Magnetic charm and appeal that gives leaders exceptional powers of influence (not a common trait)
  • To increase charisma:
    Be a strong role model for values
    Be competent in leadership to gain trust
    Articulate clear goals and strong values
    Communicate high expectations and show confidence in followers abilities
    Inspire others
  • Darkside: could be seen as emotional manipulation
    Tendency for followers to think emotionally not logically
    E.g. Hitler, Jordan Belfort
24
Q

Determination

A 
- Someone who is determined is:
Focused and attentive to tasks
Knows where to go and how to get there
Takes initiative and is driven
Persists in the face of obstacles
- Easiest for leaders to acquire
Focus on task, clarify goals, articulate vision and encourage others to stay the course
25
Q

Sociability

A
  • The capacity to establish social relationships
  • Sociable individuals are:
    Friendly, outgoing, courteous and diplomatic
    Sensitive to others and cooperative
  • Easier for some than others
  • Increasing sociability requires that we try to get along with our coworkers
    Be friendly, kind and thoughtful
26
Q

Integrity

A
  • Honest and trustworthy with strong principles
  • Inspires confidence because it creates trust
  • Loyal, dependable, and not deceptive
  • Undergirds all aspects of leadership
  • To increase integrity, we have to be honest and open
27
Q

What are Strengths?

A
  • An attribute or quality of an individual that accounts for successful performance
  • Ability to consistently demonstrate exceptional work
  • Positive features of ourselves that make us effective and help us flourish
28
Q

Tools to Identify Strengths

A

Gallup and Strengthsfinder Profile
- 4 broad themes: executing, influencing, relationship building, strategic thinking

Values in action and inventory strengths
- 6 broad virtues: wisdom, courage, humanity, justice, temperance, transcendance

  • CAPP: R2 Strengths Profiler Assessment
    –> Measures 60 strengths across 3 dimensions
    Performance: how good are you at something
    Energy: how much vitality does something give you
    Use: how often are you able to do something
29
Q

Strengthsfinder

A
  • At the most basic, this approach suggests that if you have an:

attribute /quality + you expend effort to develop that attribute/quality = you have potential to enhance that element

TALENT x INVESTMENT = STRENGTH

  • If you are not particularly good at a skill + you work at developing the skill, you will still likely not be able to achieve as strong a level of performance in that skill if you start with a strong skill and worked at it
  • This approach allows you to identify your strengths as a first step to planning on what skills to work on for the best “return on your effort”
30
Q

Values in Action and the Inventory of Strengths

A
  • Engaged in a project to develop a framework for the field of positive psychology that defined and conceptualized character strengths
  • -> Identified 6 universal core virtues: wisdom, courage, humanity, justice, temperance, transcendance
31
Q

CAPP Realise 2 4M

A
  • CAPP researchers created a more dynamic model of strengths that emphasizes the changing nature of strengths
  • CAPP argued that strength are more fluid than personality traits and can emerge over a lifetime through the different situations we experience
  • Realise2, the questionnaire CAPP uses, assesses 60 strengths in relationship to three dimensions of energy, performance and use
  • Unrealised strengths
    Perform well, energising, maximize their use
    USE MORE
  • Realised strengths
    Perform well, energising, marshal their use
    USE WISELY
  • Weaknesses
    Perform poorly, de-energising, minimize their use
    USE LESS
  • Learned Behavior
    Perform well, de-energizing, moderate their use
    USE WHEN NEEDED
32
Q

What are Values?

A
  • Core beliefs that underlie thoughts and stimulate behaviour
  • Enduring standards
  • The things you believe are most important to you and the way you live, work, and play
  • Your heart’s deepest desire for how you want to live your life
33
Q

Servant Leaders

A
  • Servant leaders are focused on meeting the needs of other people
  • Derive their own power and influence not through their position, but living through their values
  • The personal values of servant leaders distinguish them from other types of leaders
34
Q

Skill vs. Strength

A
  • Strengths: areas in which we excel or thrive
    It is important to know what we/other people are good and not good at
  • Skills: learned competencies that help us perform well
    There are specific skills that help a leader influence others
35
Q

Primary Leadership Skills

A
  1. Administrative
  2. Interpersonal
  3. Conceptual
36
Q

Administrative

A
  • Help carry out the purposes of goals of the organization

Planning, organizing, coordinating

The mundane, but nonetheless important, aspects of leadership

37
Q

Administrative Skill-Sets

A
  1. Managing people
  2. Managing resources
  3. Showing technical competence
38
Q

Interpersonal

A

People skills - help a leader work effectively with others to accomplish goals

39
Q

Interpersonal Skill-Sets

A
  1. Being personally perceptive
  2. Showing emotional intelligence
  3. Managing interpersonal conflict
40
Q

Conceptual

A

Thinking or cognitive aspects of leadership

41
Q

Conceptual Skill-Sets

A
  1. Problem solving
  2. Strategic planning
  3. Creating a vision
42
Q

Emergent Styles of Leadership

A

Adaptive: encourage others
Authentic: true to one’s self
Spiritual: sense of calling
Servant leadership: focus on followers needs

OL140 (2 decks)

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