Effective Leadership Skills And Behaviours (1, 1) Flashcards Preview

CIPS PD1 - Leadership in Procurement and Supply > Effective Leadership Skills And Behaviours (1, 1) > Flashcards

Flashcards in Effective Leadership Skills And Behaviours (1, 1) Deck (10)
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1

What is the difference between a leader and a manager?

A leader is a visionary, setting the way. A manager knows how to get things done.

2

What does a leader do and what does a manager do?

Leader - Motivating, Involving, Communicating
Manager - Clarify objectives, Planning and organisation, Directing and controlling

3

What is the difference between transactional and transformative leadership?

Transactional leadership is based on legitimate authority with interdependence between the leader and follower. Activities are task focussed and reward / punishment act as main motivators.
Transformative leadership motivates and influences others to follow and is often based on the relationship between the leader and the follower, not authority.

4

What are the key traits of a leader?

Vision
Ability to forecast trends
High energy levels
Emotional maturity
Tolerance of stress
Courage
Optimism and resilience
Personal integrity

5

What are the 5 domains of Emotional Intelligence as described by author Daniel Goleman?

Knowing your emotions
Managing your emotions
Motivating yourself
Recognising other peoples emotions
Managing the emotions of others

6

What competencies did Andrea Reynolds say were required to develop your emotional intelligence in relation to procurement?

Active listening
Empathy
Rapport building
Adaptability
Clear negotiation outcomes
Understanding perceptions
Congruence

7

What is meant by Paul Hersey and Kenneth Blanchards model of situational leadership?

Leadership is governed by the situation in which leadership is required and there is a relationship between an individuals competence and commitment and the amount of direction and support a leader provides. Effective leadership means adapting the style of leadership to the situation.

8

What is an individuals ‘readiness’ to be led?

The ability, willingness, and resources of the individual

9

Describe Paul Hersey and Kenneth Blanchards model for levels of readiness (D1 - D4).

D1 - Low readiness, unable, unwilling, uncommitted, demotivated and insecure.
D2 - Low to moderate readiness, unable but willing, motivated and confident
D3 - Moderate to high readiness, able but unwilling and insecure
D4 - High readiness, able, willing and confident

10

Describe Paul Heysey and Kenneth Blanchards model for different leadership styles.

-Low supportive behaviour, High directive behaviour: Telling, the leader makes decisions, assigns tasks and supervises closely
-High supportive behaviour, High directive behaviour: Selling, leader still assigns tasks but seeks ideas and suggestions from the individual, decisions remain the leaders
-High supportive behaviour, Low directive behaviour: Participating, leaders pass day to day decisions such as allocation of tasks and process to individual. The leader facilitates and takes part in decisions but control is with the individual.
-Low supportive behaviour, Low directive behaviour: Delegating, leader is still involved in decisions and problem solving but control is with the individual. The individual decides when and the way in which the leader will be involved.