Module 2: Leadership Development Flashcards
Management vs leadership
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.
Enumerate techniques for leadership development
Executive coaching
Mentoring
Job assignments
Action learning
360-degree feedback
Networking
Executive coaching
Interacting one-on-one with a coach (outside the organization) to assess leader strengths and weaknesses
Mentoring
Receiving support from more experienced colleagues to help career development
Job assignments
Holding positions that provide leadership experiences
Action learning
Participation in continuous process of learning and reflection
360-degree feedback
Getting evaluative input from subordinates, peers, and superiors to identify areas to be changed or improved
Networking
Interacting with individuals within and outside the organization can provide important information, build peer relationship, and promote cooperation
Leadership styles can (1) _______________ with employees, (2) __________, and (3)
(1) Enhance positive relationships
(2) improve the organizational climate
(3) increase service performance
T or F. Leadership style does not affect internal environment.
F
Leadership and employee wellbeing are defined by
QWL
QOL/Life satisfaction
Employee burn out
Organizational commitment
Quality of Work Life
Refers to the impact of the workplace on satisfaction in work life, satisfaction in non-work life domains, and satisfaction with overall life (QOL)
High QWL means
Favorable workplace conditions that support and promote employee satisfaction by meeting the employees’ basic and growth needs
T or F. Employee burnout is a problem specific to the work context
T
Burnout impacts
Satisfaction in work life
Productivity
Job turnover
Absenteeism
Low morale
Reduced service quality
Leadership styles
Pacesetting
Affiliative
Authoritative
Democratic
Coercive
Coaching
Affiliative
Create emotional bonds and harmony
“People come first”
Democratic
Builds consensus through participation
“What do you think?”
Coaching
Develop people for the future
“Try this”
Pacesetting
Expects excellence and self direction
“Do as I do, now”
Coercive
Demand immediate compliance
“Do what I tell you”
Authoritative
Mobilize people towards a vision
“Come with me”
Reciprocal approaches to leadership
Transactional
Transformational
Transactional leadership
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
Transactional leaderships may lead to
Employees aggressively promoting their interests
Behaviors associated with transactional leadership
Contingent reward (constructive style management)
Management by exception (corrective style management)
Contracts exchange of rewards for effort, promises rewards for good performance, and recognizes accomplishments
Contingent reward (constructive style)
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
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
Four factors of transformational leadership
Charisma
Inspirational motivation
Intellectual stimulation
Individualized consideration
Provides vision and sense of mission, instills pride, gain respect and trust
Charisma
Communicates high expectations, uses symbols to focus efforts, expresses important purposes in simple ways
Inspirational motivation
Promotes intelligence, rationality, and careful problem solving
Intellectual stimulation
Gives personal attention, treats each employee individually, coaches, and advises them
Individualized consideration
T or F. Transformational high-quality leadership is associated with increased employee wellbeing
T
Continuous development of ldearship styles must be supported to address the ________ nature of organizations.
Dynamic
Factors affecting leadership styles
Emotional quotient
Personality type
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
5 components of EQ
Self awareness
Self regulation
Social skills
Motivation
Empathy
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
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
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
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
Social skills
Ability to move people
Build a network
Allows EI to work
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
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
Sensing vs intuition
S: preference for clear, tangible data
I: preference for abstract and conceptual
Thinking vs feeling
T: uses logical, analytical, objective decision-making
F: relies on feeling, personal, and social values in decision-making
Judgment vs perception
J: uses judgment process when viewing others
P: perceptive process
Provides common language that people use to improve understanding of oneself and to adapt their behaviors with others
DISC Behavior Survey
Personal development tool developed by Gallup Education, which provides an individual with their “Top 5” strengths.
StrengthFinder by Gallup
4 domains of StrengthsFinder
Strategic thinking
Influencing
Relationship building
Executing
Number of strength themes
34
Understanding personality archetype (a function of your primary and secondary advantage) to enable you to function at your best
Fascinate Me
T or F. There are best personalities for leadership positions.
F.
T or F. Every personality is beneficial to any group’ s success.
T
Emotional-laden attitude involving honor, dignity, and pride
Hiya
DISC
Dominance
Influence
Steadiness
Conscientiousness
Heightened emotional state of hiya
Amor-propio
Principle of reciprocity
Utang na loob
Carries some functional rights
Bata-bata
Tendency to level with someone who is out of line
Pakikisama
Question prevailing ideas or norms
Pilosopo
Implies a deep respect for elders
Paternalism
Heightened empathy
Awa
Filipino attitudes
1) tendency to cooperate without hesitation
2) sensitive and conservative
3) tendency to be compliantly accommodating and hospitable
4) respect for elders
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
T or F. Filipinos prefer a family atmosphere at work
T
Filipinos understand and work with the __________ ___________
Informal organization
Filipinos have a tendency to mix ________ and _______
Work and play
Avoid conflict between ________ and ______________
Roles and organizational objectives
Filipino communication
Pakikiusap tone
What is the glue that keeps managers and employees connected?
Relationships
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
4 types of Filipino managers
Realist
Idealist
Opportunist
Reconsider
Practices management by hard work
Realist
Practices management by the book
Idealist
Practices management by short-cut or rule breaking
Opportunist
Practices management by suyod (looks at the problem at all angles way deep)
Reconsider
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
American style management
Personal accomplishment
Individual merits and identity
Goal attainment, individualism, future orientation
Emphasis on tasks more than relationships
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
To determine the most effective leadership style to employ, we must understand the
Emotional make-up and personality types of the organization members
Determinants of success of leadership style
Personal and cultural factors
