Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

The leadership Challenge > The 5 Practices Of Exemplary Leadership > Flashcards

The 5 Practices Of Exemplary Leadership Flashcards

1
Q

What are the five practices of exemplary leadership?

A

1) Model the Way,
2) Inspire a Shared Vision,
3) Challenge the Process,
4) Enable Others to Act, and
5) Encourage the Heart

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

What is leadership?

A

It is a relationship between leaders and followers.

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

Where is the first place to look for leadership

A

It is within yourself.

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

What does excepting the leadership challenge require?

A

It requires reflection, practice humility, and taking advantage of every opportunity to make a difference.

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

Under the five practices what are the further commitments of leadership?

A

There are five practices and 10 commitments of exemplary leader ship.

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

What are the two commitments that go along with Model the way?

A

1) Clarify values by finding your voice and affirming shared values.
2) Set the example -aligning actions with shared values
Time spent= shows what’s important to you
Teach others to model values
- critical incidents = opportunity to teach important lessons, tell stories
Walk the walk, talk the top

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

What are the two commitments that fall under the practice of Inspire a shared vision?

A

3) Envision the future -imagining exciting possibilities
- find a common purpose
4) Enlist others
- common Vision
- common ideals

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

What are the two commitments that fall under the practice Challenge the process?

A

5) Search for opportunities:
Seize initiative:
- leadership is connected to innovation
-encourage it
-challenge with a purpose
Exercise outsight:
-awareness & understanding if outside forces is essential for innovation
-personal experience gets you out of your comfort zone
- get out of the office, experience new things then bring them back to talk about 25% staff meetings of outside info
6) Experiment
Generating small wins:
Paradox- makes risk safe
Learn from experience:
-growth V mindset
-trust promotes learning causes people not to be afraid to make a mistake
Resilience- recover quickly from set backs
Grit- perseverance and passion for long term goals

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

What are the two commitments that fall under the practice of Enable others to act?

A

7) Foster collaboration: Create a climate of trust
-leaders who don’t trust = micromanager
-leaders must be first to trust
- good way is self disclosure
- show concern for others by listening, helping others solve problems, and being open to their influence -empathy - understand how others feel
-share your competence and info
-don’t protect your turf
Facilitating relationships:
- develop cooperative goals
- support reciprocity and
-face to face interactions
8) Strengthen others:
Enhance self- determination
- choices, latitude, and personal accountability= psychological ownership
-choice and accountability are interconnected
-don’t worry about social loafers
Develop confidence and competence:
- peak performance = flow
- Training produces competence & commitment
-self-confidence= best predictor of job performance
-coaching and constructive feedback
-everyone needs a 3rd party to grow

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

What are the two commitments that fall under the practice Encourage the Heart?

A

9) Recognize contributions:
Expect the best
- “Pygmalion Effect” is self-fulfilling prophecy to bring out the best ( you believe hard enough it will happen)
- more effective feedback “ I’m giving you these comments because I have very high expectations “
- don’t use “sandwich techniques”
- be clear about your goals and rules
- no news has same effect as bad news for feedback
- encouragement is the highest form of feedback
Personalize recognition
- personalizing recognition makes it genuine
- myths- can’t be friends at work
- actual friends complete 3 times as many projects
- most positive influence, most often= on the spot recognition
- top team 3 times more negative over positive
10) Celebrate the values and victories
Create a spirit of community
- celebrate in public
- myth- public recognition cause jealousy
- people pick up on positive moods around them=“emotional contagion”
- social isolation really negatively affects all people
Be personally involved
- care as leader by delivering bad news in person and being present for good stuff
- spread the stories= most powerful method for disseminating knowledge, perfect for celebrations

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

What are the characteristics that the majority of people say if a leader had these, they are most likely to follow willingly?

A

1) Honest
2) Competent
3) Inspiring
4) Forward-looking

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

What is the name of the checklist of 20 attributes of a person that people will be willing to follow?

A

It is called the characteristics of admired leaders (CAL).

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

Under the Cal checklist people were asked to select seven qualities they most look for and admire in a leader and they would be willing to follow. In those 7 there are always 4 that people choose. What are they?

A

For the majority of people to follow someone willingly they want a leader who they believe is

1) honest,
2) competent,
3) inspiring, and
4) forward looking.

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

What are three criteria when people refers to as source credibility?

A

1) Trustworthiness
2) Expertise
3) Dynamism

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

What is considered the foundation of leadership?

A

Credibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

What are some phrases people say when they know credibility when they see it?

A

1) They practice what they preach
2) They walk the talk
3) Their actions are consistent with your words
4) They put their money where their mouth is
5) They follow through on their promises
6) They do what they say they will do.

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

What is DWYSYWD?

A

Do what you say you will do.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

As a leader what are two ways you can clarify your values?

A

In the beginning of your leader ship journey it is essential that you

1) find your voice and
2) affirm shared values

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

In order to Enlist Others you must act on two essential things what are they?

A

1) Appeal to common ideals

2) Animate the vision

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Enlisting others is all about what?

A

It is all about igniting passion for a purpose and moving people to persist.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

When you think of model the way what are two things should you think of?

A

Values

Setting the example

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

When you think of inspired a shared vision what two things should you think of?

A

Personal vision

Common vision.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

For challenge the process what two things should you think of?

A
  • Innovative ( initiative) ways

- Small wins

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

When you think of enable others to act what two things should you think of ?

A
  • Foster collaboration

- Strengthen others

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

When you think of encourage the heart what two things should you think of?

A

Recognize individuals

Celebrate the victories

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

What are the Leadership Practices Inventory?

A

Analyzing responses from around the world
From over 3 million people
To assess how often their leaders engage in the five practices of exemplary leadership.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

What is one myth of leadership as a leader?

A

The myth is if you don’t have it then you can’t learn it. According to this book all of us are born leaders. We all have leadership qualities ingrained in us. It is an ongoing process to develop ourselves as a leader.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Describe what leadership is NOT? What is it actually?

A

Leadership is not about personality.
Leadership is about your behavior.
It’s your behavior that earns you respect.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Define what The Five Practices of Exemplary Leadership are for leaders around the world?

A

They are considered the “operating system” for leaders everywhere.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

What do you have to do as a person before you can have people follow you?

A
  • Be clear about your own guiding principles first.
  • Clarify your values by finding your own voice.
  • When you understand who you are and what your values are then you can give voice to those values. -Before you can lead you need to know clearly who you are and what your core values are
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Everyone on a team has principles that guide their actions. What do you, as a leader, have to do?

A

You must affirm the shared values of the group. This requires getting everyone involved in creating the values.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

When setting the example, what is more important? Deeds or words?

A

When followers want to determine how serious leaders really are, deeds are way more important to show them how serious you are about your goals. Words and deeds must also be consistent.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

When leaders inspire a shared vision what do leaders have to do?

A
  • Leaders envision the future by imagining exciting and ennobling possibilities.
  • You can’t command commitment, you have to inspire it - You have to enlist others in a common vision by appealing to shared aspirations.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
34
Q

Which approach is more effective, the grassroots approach or one person’s perspective?

A

Grassroots approaches much more effective than preaching one person’s perspective.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
35
Q

Where does innovation come from?

A

Innovation comes from listening. Not telling.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
36
Q

When challenging the process what is important for you to do?

A

You have to make room for failure and more importantly the opportunity to learn from failure.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
37
Q

When challenging the process what does innovation and change involve?

A

Innovation and change involve experimenting and taking risks. One way of dealing with potential risks and failures of experimentation is by constantly generating small wins and learning from these experiences.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
38
Q

What do leaders learn from?

A

Leaders are always learning from their errors and failures. Leaders really learn the most from challenging the process.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
39
Q

When enabling others to act how do you achieve greatness?

A

Achieving greatness requires a team effort. So therefore you should empower those around you.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
40
Q

By how do leaders foster collaboration?

A

By building trust and facilitating relationships you enable others to act

  • When you strengthen others by increasing self-determination and developing competence
  • people are more likely to give it their all and exceed their own expectations.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
41
Q

How can you get the team to feel empowered to take action?

A

By getting Individuals comfortable with voicing their opinions. When they trust you, they are comfortable voicing their opinions and the team feels empowered to take action.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
42
Q

When climbing to the top what do you have to remember?

A
  • The climb to the top is arduous and steep
  • People become exhausted, frustrated, disenchanted, and are often tempted to give up
  • You can encourage the heart by genuine acts of caring to draw people forward
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
43
Q

What do people want from their managers?

A

People want to know that their managers believe in them and in their abilities to get the job done

  • They want to feel valued
  • Having managers acknowledging an accomplishment is a great way to demonstrate their value
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
44
Q

How do leaders recognize contributions?

A

By showing appreciation for individual excellence.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
45
Q

How can leaders show appreciate appreciation for peoples contributions?

A

-By celebrating value and victories leaders can create a spirit of community.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
46
Q

How do you visibly and behaviorally link reward with performance?

A

With encouragement.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
47
Q

When you celebrate and recognize a person what do you have to remember?

A

Recognition and celebrations need to be personal and personalized. There’s no way to fake it.
Encouraging the heart may very well be the hardest job of any leader because it requires honesty and sincerity. This leadership practice can have the most significant and long lasting impact on those it touches and inspires.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
48
Q

What is embedded in the five practices of exemplary leadership?

A

Behaviors
- Behaviors serve as a basis for becoming an exemplary leader. These behaviors are called the 10 commitments of exemplary leadership.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
49
Q

What is the foundation of leadership?

A

Credibility.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
50
Q

What is CAL and what is it used for in this book?

A

CAL stand for characteristics of admired leaders. People were asked to select seven qualities that they “most look for and admire in a leader, someone who’s direction they would willingly follow”.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
51
Q

How many characteristics are in CAL?

A

A list of 20 attributes of a good leader.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
52
Q

What are the majority of characteristics or attributes that people look for in a leader?

A

People want a leader who they believe is:

  • honest
  • competent
  • inspiring
  • forward-looking
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
53
Q

What is CAL?

A

Characteristics of Admired Leaders.
When asked, people said that they “ Most look for and admire in a leader, someone who’s direction they would follow willingly”

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
54
Q

What are the top four characteristics of Admired leaders?

A
  • Honest
  • Competent
  • Inspiring
  • Forward looking
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
55
Q

What is the foundation of leadership?

A

Credibility. Do what you say you will do.

56
Q

What is the leader difference?

A

Being forward-looking

57
Q

What are the five practices of exemplary leader ship?

A

1) Model the way
2) Inspire A vision
3) Challenge the process
4) Enable others to act
5) Encourage the heart

58
Q

What are the two commitments for modeling the way?

A
  • Clarify values

- Set the example

59
Q

For modeling the way for the commitment of clarifying values what are the essential things you need to do?

A
  • Find your voice. Values are enduring beliefs what your personal and shared values are.
  • Affirm shared values. Your internal compasses for people to act independently and inter-dependently.
  • You forge unity you don’t force it
  • Affirming your shared values is a process not a pronouncement.
60
Q

What is leadership about?

A

Leadership is about behavior (not about personality).

61
Q

Although the context of leadership has changed dramatically over the years, the content of leadership has not. Leaders around the world established The Five Practices of Exemplary Leadership as what?

A

The world establishes The Five Practices of Exemplary Leadership as an “operating system” for leaders everywhere

62
Q

Under modeling the way what earns you respect?

A

Your behavior is what earns you respect.

63
Q

When modeling the way what must you be clear about first?

A

Must first be clear about your own guiding principles. Must clarify values by finding your voice

64
Q

Before you can be a leader of others what do you need to know?

A

You need to know clearly who you are and what your core values are. Then you can give your voice to those values and feel comfortable sharing them with others. Then you must also affirm the shared values of the group.

65
Q

As a leader how do you set an example?

A

Your deeds are far more important than words. Words and deeds must be consistent.

66
Q

Under model the way the commitment of set the example, what are the essentials to set the example?

A
  • Live the shared values

- Teach others to model values

67
Q

Under “Set the Example” for shared values what do you have to remember?

A

The time you spend on something shows your clearest indicator of what is important to you.

  • For shared values you should ask purposeful questions
  • And it is in your best interest to get feedback from those around you.
68
Q

For modeling the way when setting the example what is the essential of teach others to model values?

A

When there are critical incidents, that gives you the opportunity to teach important lessons.
Everyone can learn from their mistakes.
The best way to teach others is to tell stories of what happened to you or your past experiences.
Or you can even tell stories from other people who shared with you.
When you do this, it reinforces those values, with systems and procedures.
This means you set your values, you then tell them how to proceed in order to follow and model those values.
You walk the talk.

69
Q

What is the second practice of Exemplary Leadership?

A

Inspire a shared vision

70
Q

What are two commitments for inspire a shared vision ( the second practice of exemplary leadership)?

A
  • Envision the future

- Enlist others

71
Q

When you enlist others to inspire a shared vision what does it mean to animate a vision?

A

Leaders are more uncomfortable with inspiring a cause but in order to do this you must communicate your emotions.

  • You should use a symbolic language that means something to everyone
  • You should give positive communication and speak genuinely about a shared vision.
72
Q

What is the third practice of exemplary leadership?

A

Challenge the process.

73
Q

What are two commitments used to challenge the process?

A
  • Search for opportunities

- Experiment

74
Q

When searching for opportunities to challenge the process explain seize the initiative?

A

Leadership is connected to innovation. Leaders should seize the initiative and encourage innovation. You should challenge with a purpose

75
Q

When searching for opportunities to challenge the process what does exercise outsight mean?

A

Should have awareness and understanding of outside forces and know that these outside forces are essential for innovation.

  • Personal experiences get you out of your comfort zone
  • when having staff meetings you should use 25% of the staff meetings for discussing outside information.
76
Q

In looking for ways to experiment to challenge the process what is “generate small wins”mean?

A

It’s a paradox

  • Make People feel safe to take risks. Make risk safe
  • Do it in increments and break it down so it is not overwhelming
  • When experimenting you need psychological hardiness which is coping with stress through commitment, control, and challenge.
77
Q

What is the definition of psychological hardiness?

A

Coping with stress through commitment, control, and challenge.

78
Q

When looking to experiment to challenge the process what does it mean to learn from your experience?

A

You should be an active learner

  • You should have growth versus fixed mindset
  • Trust promotes. If you have trust while learning it causes people to not be afraid to admit their mistakes while experimenting.
  • When experimenting you and your people should have resilience
  • Have grit which is to have perseverance, and passion for long-term goals.
79
Q

What is the fourth practice of exemplary leadership?

A

Enable Others To Act

80
Q

What are two commitments used to enable others to act?

A
  • Foster collaboration

- Strengthen others

81
Q

When fostering collaboration to enable others to act what are two things you should do?

A
  • Create a climate of trust

- Facilitate relationships

82
Q

Explain how fostering collaboration is used to create a climate of trust?

A

A leader must be the first to trust.
A good way to get people to trust you is: -self disclosure
-Show concern for others by listening
-Help solve their problems
-And be open to their influence.
-You should also have empathy (understanding how others feel)
-you share your competence by sharing information
-don’t protect your turf

83
Q

How do you facilitate relationships?

A
  • To facilitate relationships you should develop cooperative goals
  • You should support reciprocity, meaning you give as much as you take
  • You should also have face-to-face interactions to do this
84
Q

When enabling others to act, what are two ways to strengthen others?

A
  • Enhance self-determination

- Develop confidence and competence

85
Q

When strengthening others to enable others to act, explain enhancing self determination?

A
  • You can do this by giving choices, latitude, and personal accountability, which means “psychological ownership”.
  • When you give choices accountability is interconnected with this.
  • Don’t worry about social loafers who are the people who stand around and watch everybody else work. Instead of getting rid of those people you get them to work towards your common goal. Get them to want to be involved.
86
Q

When finding a way to strengthen others and enabling others to act explain developing confidence and competence?

A

Training produces competence and commitment.

  • When people have training it gives them more self-confidence
  • You as a leader, also need to coach those who are learning by giving constructive feedback.
  • Everyone needs a third-party to give you constructive feedback in order to improve
  • Even professional athletes have a coach to help them continuously get better and improve.
  • When you develop confidence and competence this helps you get “flow”
  • Flow is when you are at your peak performance
87
Q

What do you call a leader who doesn’t trust?

A

A micromanager. They feel like they have to do everything in order to do it correctly. They don’t trust their constituents to do what needs to be done.

88
Q

When talking about leadership, what is the definition of grit.

A

Perseverance and passion for long term goals.

89
Q

What’s the definition of reciprocity?

A

To give as much as you Take.

90
Q

What is a “social loafer”?

A

A person who stands around and let everybody else do the work.

91
Q

What is psychological ownership?

A

Choices, latitude, and personal accountability. When given the opportunity to enable to act if you give people choices they also have to understand that choices have accountability. You cannot be taken advantage of if you give them choices. And they need to know that holds them accountable for those choices.

92
Q

What is the best predictor of job performance with new accountants?

A

Self-confidence

93
Q

What does every leader need to grow?

A

You need a third-party to grow.
You also need a mentor or a coach
That party needs to give you constructive feedback

94
Q

What is the fifth practice of exemplary leadership?

A

Encourage the heart

95
Q

What are two commitments to encouraging the heart?

A
  • Recognized contributions both individual and collective.

- Celebrate team values and victories

96
Q

When recognizing contributions to encourage the heart explain expect the best?

A

This is the “Pygmalion Effect”. It is a self-fulfilling prophecy to bring out the best. If you believe the best will happen it will.

  • People need encouragement to function over time
  • Give effective feedback
  • Be clear about your goals and the rules
  • Remember no news has the same negative affect as bad news for feedback purposes
  • You should encourage the highest form of feedback
97
Q

When recognizing contributions to encourage the heart explain personalized recognition?

A

To give personalized recognition you need to make it genuine and come from the heart.

  • It is a myth that people can’t be friends at work. Actually friends completed three times as many projects as those who are just acquaintances
  • If you have friends you have the most positive influence
  • Most often you get the most positive influence when you give on the spot recognition as the event has occurred.
  • It has been proven that the top teams give 3 to 6 times more positive comments for every negative comment. The teams that do poorly give three times more negative comments over the positive comments.
98
Q

When celebrating the team values and victories to encourage the heart explain create a spirit of community.

A

When celebrating you should always celebrate in public.. It is a myth that public recognition for some causes jealousy. It’s just not true.

  • It is proven that people pick up on positive moves around them which is emotional contagion. Your positive move mood is contagious and it makes them have a positive mood.
  • Also know that social isolation negatively affects all people.
99
Q

What is an emotional contagion

A

This means that people pick up on positive moods around them causing it to be contagious to the people around you. Same affect works for negative moods.

100
Q

When celebrating team values and victories to encourage the heart explain being personally involved?

A

People know that as a leader you care by being present. Delivering good news and/or delivering bad news in person means a lot to people.
-The most powerful method for disseminating knowledge is to spread stories. This is perfect for celebrations.

101
Q

What is source credibility?

A

Trustworthiness, credibility, dynamism

102
Q

What makes up source credibility?

A

Honest, Competent, Inspiring, in Forward-looking.

103
Q

Why is it good for leaders to be Forward looking?

A

Leaders forward looking gives constituents a sense of direction and it tells them where they will be going.

104
Q

Out of the critical leadership characteristics which makes a leader stands out the most or distinguishes them the most as a leader?

A

Being forward looking. Like communicating your dreams by inspiring others to see things the way you are seeing them.

105
Q

What is credible behavior?

A
  • Some common phrases used to describe how they know someone is credible when they see it:
  • They practice what they preach
  • They walk the talk
  • Their actions are consistent with your words
  • They put their money where their mouth is.
  • They follow through on their promises
  • They do what they say they will do
106
Q

What happens when people perceive their managers to have low credibility?

A

They are more likely to:

  • Produced only if watched carefully
  • Be motivated primarily by the money
  • Say good things about the organization publicly but criticize it privately
  • Consider looking for another job if the organization experiences problems
  • Feel unsupported and unappreciated
107
Q

What is the second law of leadership?

A

DWYSYWD

-Do what you say you will do

108
Q

What is a Leaders leadership philosophy?

A

It should be the same as your inner/personal values. If you fail to express your leader ship philosophy in words indeed you weaken your own teams engagement and effectiveness.

109
Q

What is a value?

A

-It is an enduring belief.

110
Q

What is your personal bottom line?

A

Values, means, and ends.

111
Q

What are means?

A

How you do things or how you accomplish things.

112
Q

What are ends?

A

Vision values. Longer-term what you were doing/what you were about.

113
Q

What do your values impact?

A

Your values impact your hundreds of decisions you make every day. You find your inner voice. When you do that you encourage others to find their values or in your voice.

114
Q

What kind of leadership values are important?

A

Leadership is not merely about your values but they are also the values of your constituents this is where affirmed shared values come from. People must have a common core of understanding.

115
Q

What is considered the internal compass?

A

Shared values.

116
Q

What does the Leadership book say about unity?

A

Unity is forged not forced. A unified voice and values results from discovering a dialogue with you and your constituents.

117
Q

What should the very first step to leadership be?

A

Clarifying your values. By finding your voice and then by affirming shared values

118
Q

What is the single clearest indicator of what is important to you as a leader?

A

How you spend your time.

119
Q

What is the golden rule of leadership?

A

Only ask others to do some thing you were willing to do yourself.

120
Q

What kind of message does the language we use communicate?

A

Language we use communicates a message beyond the literal meaning of your words and phrases. For example if you say teammates instead of subordinates that tells you that your constituents are in equal to you not someone who works for you.

121
Q

What are four things that purposeful questions do for you?

A

1) Direct values that deserve attention
2) Questions develop people
- 3) It forces you to listen attentively to what people are saying to you
4) It facilitates participation

122
Q

What is the first law of leadership according to The Kouzes-Posner?

A

If you don’t believe in the messenger you won’t believe the message. This is why leaders must always be diligent in guarding their credibility. There is a distinct difference between a person who has high credibility and a person who has low credibility and how people act towards them.

123
Q

What is the second law of leadership according to Kouzes-Posner?

A

DWYSYWD. Do what you say you will do. This is considered common sense definition of credibility.

124
Q

What is the common sense definition of credibility?

A

Do what you say you will do.

125
Q

Why don’t most people want feedback?

A

For fear of feeling exposed. For people who seek out disconfirming feedback or contrary to their self perceptions, perform better than the people only wanting positive qualities given to them.

126
Q

What makes a cause for commitment?

A

Integrity, purpose, challenge, growth, belonging, autonomy, and significance.

127
Q

What is the most important role or purpose of a vision in an organization?

A

To give focus to human energy. Only shared visions sustain commitment overtime.

128
Q

When expressing your vision stressing the “why” does what?

A

Stressing the “why” increases peoples efforts and how they feel about what they are doing.

129
Q

How do you animate a vision?

A
  • Inspire a shared vision
  • use symbolic language
  • express your emotions
  • be sincere and
  • give concrete examples.
130
Q

What is the most uncomfortable for people to do as leaders?

A

Inspiring a shared vision is the most uncomfortable for leaders. They are uncomfortable because they have to express their emotions. When relating extra ordinary achievements people nearly always become emotionally expressive

131
Q

What is not inspirational when it comes to being a leader?

A

Charisma.

132
Q

What are some examples of using symbolic language and how should you use this as a leader?

A

Using symbolic languages using metaphors and analogies

  • The name of titles can cause a person to act in a certain way.
  • When you say community, people work together
  • If you say Wall Street game people didn’t work together (in an example of a blind study where people were asked to act in a group)
  • Negativity is not helpful and naysaying loses mental efficiency.
  • When leaders threaten and demand people react negatively.
  • Positive mindsets brightens peoples ideas about the future
  • Individuals who enjoy more positively are also better to cope with adversity and more resilient during high stress situations
  • Express your emotions being energetic and expressive are key descriptors
  • At the same time be sincere and speak Genuinely. -People know when you’re not being genuine.
133
Q

Model the way (2 commitments)

A
  • Clarify values

- set the example

134
Q

Inspire a shared vision (2 commitments)

A
  • envision the future

- enlist others

135
Q

Challenge the process ( 2 commitments)

A
  • search for opportunities

- experiments and take risks

136
Q

Enable others to act (2 commitments)

A
  • foster collaboration

- strengthen others

137
Q

Encourages the heart (2 commitments)

A
  • recognize contributions

- celebrate victories and values

The leadership Challenge (2 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions