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Module 2: Leadership Development Flashcards

1
Q

Management vs leadership

A

M:
- coping with complexities
- organizes people to achieve goals
- controls people by pushing them in the right direction

L:
- coping with change
- communicates and empowering them to achieve goals
- motivates people by satisfying basic human needs

Leadership is influencing the behavior of other people to achieve goals.
Management is focused on running the organization efficiently and effectively for a conceptual/policy standpoint and integrating and coordinating resources.

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2
Q

Enumerate techniques for leadership development

A

Executive coaching
Mentoring
Job assignments
Action learning
360-degree feedback
Networking

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3
Q

Executive coaching

A

Interacting one-on-one with a coach (outside the organization) to assess leader strengths and weaknesses

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4
Q

Mentoring

A

Receiving support from more experienced colleagues to help career development

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5
Q

Job assignments

A

Holding positions that provide leadership experiences

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6
Q

Action learning

A

Participation in continuous process of learning and reflection

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7
Q

360-degree feedback

A

Getting evaluative input from subordinates, peers, and superiors to identify areas to be changed or improved

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8
Q

Networking

A

Interacting with individuals within and outside the organization can provide important information, build peer relationship, and promote cooperation

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9
Q

Leadership styles can (1) _______________ with employees, (2) __________, and (3)

A

(1) Enhance positive relationships
(2) improve the organizational climate
(3) increase service performance

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10
Q

T or F. Leadership style does not affect internal environment.

A

F

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11
Q

Leadership and employee wellbeing are defined by

A

QWL
QOL/Life satisfaction
Employee burn out
Organizational commitment

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12
Q

Quality of Work Life

A

Refers to the impact of the workplace on satisfaction in work life, satisfaction in non-work life domains, and satisfaction with overall life (QOL)

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13
Q

High QWL means

A

Favorable workplace conditions that support and promote employee satisfaction by meeting the employees’ basic and growth needs

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14
Q

T or F. Employee burnout is a problem specific to the work context

A

T

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15
Q

Burnout impacts

A

Satisfaction in work life
Productivity
Job turnover
Absenteeism
Low morale
Reduced service quality

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16
Q

Leadership styles

A

Pacesetting
Affiliative
Authoritative
Democratic
Coercive
Coaching

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17
Q

Affiliative

A

Create emotional bonds and harmony
“People come first”

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18
Q

Democratic

A

Builds consensus through participation
“What do you think?”

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19
Q

Coaching

A

Develop people for the future
“Try this”

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20
Q

Pacesetting

A

Expects excellence and self direction
“Do as I do, now”

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21
Q

Coercive

A

Demand immediate compliance
“Do what I tell you”

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22
Q

Authoritative

A

Mobilize people towards a vision
“Come with me”

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23
Q

Reciprocal approaches to leadership

A

Transactional
Transformational

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24
Q

Transactional leadership

A

Leaders encourage the development of interest-based relationships
Clearly articulate role expectations and promote role performance to achieve these expectations
Encourages negotiation about interests and puts a price tag on everything

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25
Transactional leaderships may lead to
Employees aggressively promoting their interests
26
Behaviors associated with transactional leadership
Contingent reward (constructive style management) Management by exception (corrective style management)
27
Contracts exchange of rewards for effort, promises rewards for good performance, and recognizes accomplishments
Contingent reward (constructive style)
28
2 types of Management by exception
Active: watches and searches for deviations from rules and standards and takes corrective action Passive: intervenes only if standards are not met
29
Transformational leadership
Leaders change their associates’ awareness of what is important and move them to see themselves and the opportunities and challenges of their environment in a new way
30
Four factors of transformational leadership
Charisma Inspirational motivation Intellectual stimulation Individualized consideration
31
Provides vision and sense of mission, instills pride, gain respect and trust
Charisma
32
Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways
Inspirational motivation
33
Promotes intelligence, rationality, and careful problem solving
Intellectual stimulation
34
Gives personal attention, treats each employee individually, coaches, and advises them
Individualized consideration
35
T or F. Transformational high-quality leadership is associated with increased employee wellbeing
T
36
Continuous development of ldearship styles must be supported to address the ________ nature of organizations.
Dynamic
37
Factors affecting leadership styles
Emotional quotient Personality type
38
The capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships
Emotional intelligence
39
5 components of EQ
Self awareness Self regulation Social skills Motivation Empathy
40
Self-awareness
Recognizes strengths and weaknesses Understands values and goals Frank about failures Self-deprecating sense of humor Understands the consequence of mood Self-confidence Realistic self assessment
41
Self regulation
Control impulses Assesses the situation and thinks before he/she acts reasonable Adapts to change more effectively Ability to say no Trustworthiness and integrity Comfort with ambiguity Openness to change
42
Motivation
Achieve for the sake of achievement Committed to the organization Keeps track of performance and overcome frustrations Seek creative challenges, love to learn, and take pride
43
Empathy
Considerate Expresses care and concern Understanding everyone’s viewpoint Understanding the team’s emotional makeup Understanding nonverbal reactions Expertise in building and retaining talent
44
Social skills
Ability to move people Build a network Allows EI to work
45
Emotional intelligence domains and competencies
Self-awareness - emotional self-awareness Self-management - emotional self-control - adaptability - achievement orientation - positive outlook Social awareness - empathy - organizational awareness Relationship management - influence - coach and mentor - conflict management - teamwork - inspirational leadership
46
Extroversion vs introversion
E: outer world oriented; perception is based on people and objects I: inner world oriented; perception is based on concepts and ideas
47
Sensing vs intuition
S: preference for clear, tangible data I: preference for abstract and conceptual
48
Thinking vs feeling
T: uses logical, analytical, objective decision-making F: relies on feeling, personal, and social values in decision-making
49
Judgment vs perception
J: uses judgment process when viewing others P: perceptive process
50
Provides common language that people use to improve understanding of oneself and to adapt their behaviors with others
DISC Behavior Survey
51
Personal development tool developed by Gallup Education, which provides an individual with their “Top 5” strengths.
StrengthFinder by Gallup
52
4 domains of StrengthsFinder
Strategic thinking Influencing Relationship building Executing
53
Number of strength themes
34
54
Understanding personality archetype (a function of your primary and secondary advantage) to enable you to function at your best
Fascinate Me
55
T or F. There are best personalities for leadership positions.
F.
56
T or F. Every personality is beneficial to any group’ s success.
T
57
Emotional-laden attitude involving honor, dignity, and pride
Hiya
58
DISC
Dominance Influence Steadiness Conscientiousness
59
Heightened emotional state of hiya
Amor-propio
60
Principle of reciprocity
Utang na loob
61
Carries some functional rights
Bata-bata
62
Tendency to level with someone who is out of line
Pakikisama
63
Question prevailing ideas or norms
Pilosopo
64
Implies a deep respect for elders
Paternalism
65
Heightened empathy
Awa
66
Filipino attitudes
1) tendency to cooperate without hesitation 2) sensitive and conservative 3) tendency to be compliantly accommodating and hospitable 4) respect for elders
67
Strengths and weaknesses of the Filipino character
S: Pakikipagkapwa tao Family orientation Joy and humor Flexibility, adaptability, and creativity Diligence Faith and religiosity Ability to survive W: Lack of discipline Passivity and lack of initiative Extreme family centeredness Extreme personalism colonial mentality Kanya-kanya mentality Lack of self analysis and self reflection
68
T or F. Filipinos prefer a family atmosphere at work
T
69
Filipinos understand and work with the __________ ___________
Informal organization
70
Filipinos have a tendency to mix ________ and _______
Work and play
71
Avoid conflict between ________ and ______________
Roles and organizational objectives
72
Filipino communication
Pakikiusap tone
73
What is the glue that keeps managers and employees connected?
Relationships
74
What is the challenge to Filipino managers?
Create the best working environment that would mitigate the negative effects of the workplace while improving the well-being of employees
75
4 types of Filipino managers
Realist Idealist Opportunist Reconsider
76
Practices management by hard work
Realist
77
Practices management by the book
Idealist
78
Practices management by short-cut or rule breaking
Opportunist
79
Practices management by suyod (looks at the problem at all angles way deep)
Reconsider
80
Japanese style management (omikoshi management)
Integrates personal life with work Deep loyalty to the company or group Work ethic rooted to Confucianism (respect for work, discipline, obedience) Gambare Equal emphasis on performance and relationships Lifetime employment, seniority wages, and enterprise
81
82
American style management
Personal accomplishment Individual merits and identity Goal attainment, individualism, future orientation Emphasis on tasks more than relationships
83
European style of management
Recognition of cultural differences (global thinking and actions) Social responsibility: profit is not the only goal Long-term thinking Focus on people and internal bargaining People as the center of interests and management philosophy Employee involvement All members are equal
84
To determine the most effective leadership style to employ, we must understand the
Emotional make-up and personality types of the organization members
85
Determinants of success of leadership style
Personal and cultural factors

FN 134 (7 decks)

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