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Fundamentals of Leadership > Exam 2 11/16 > Flashcards

Exam 2 11/16 Flashcards

(78 cards)

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1
Q

Task-Oriented Style

A

Task-oriented people are goal oriented
They want to achieve.
Their work is where they find meaning.
Reaching a goal is a positive expression of who they are.

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2
Q

Relationship-Oriented Style

A

Relationship-oriented people find meaning in being rather than in doing.
Instead of seeking out tasks, relationship-oriented people want to connect with others.
They have strong orientation in the present and find meaning in the moment.

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3
Q

Task leadership behaviors facilitate

A

goal accomplishment

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4
Q

Task leader initiates structure by

A

organizing work
defining responsibility
scheduling work activities

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5
Q

Task leader engages in production orientation which stresses

A

The production and technical aspects of the job

The focus is on how the job will be done

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6
Q

Leaders will always be required to exhibit some degree of

A

Task behavior

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7
Q

Relationship leadership behaviors help subordinates feel comfortable with

A

themselves, with each other, and with the situation

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8
Q

Relationship leader behaviors

A

Consideration behaviors
Employee orientation
Concern for people

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9
Q

Consideration behavior builds

A

Camaraderie
Respect
Trust
Regard between leaders and followers

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10
Q

Employee orientation involves

A

Taking an interest in workers as human beings
Valuing their uniqueness
Giving special attention to their personal needs

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11
Q

Concern for people involves

A

Building trust
Providing good working conditions
Maintaining a fair salary structure
Promoting good social relations

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12
Q

Relationship leadership behavior is about three things

A

Treating followers with dignity and respect
Building relationships and helping people get along
Making the work setting a pleasant place to be

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13
Q

A leader’s challenge with task and relationship leadership is to

A

integrate the two in an optimal way

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14
Q

When followers feel uncertain about their roles and responsibilities and want tasks to be clarified

A

task leadership is important

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15
Q

When followers want to be affiliated or connected to others more than they want direction

A

relationship leadership is important

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16
Q

Summarize the leadership snapshot on Mick Wilz

A

dyslexic so showed employees a redesign by showing not telling
relationship-oriented approach

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17
Q

Leadership skills

A

Give people the capacity to influence others

Are a critical component in successful leadership

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18
Q

3 core areas of leadership skills

A

administrative
interpersonal
conceptual

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19
Q

Leadership skills refer to

A

learned competencies that leaders are able to demonstrate in performance

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20
Q

Administrative leadership skill sets

A

Showing technical competence
Managing resources
Managing people

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21
Q

Administrative skills

A

The competencies needed to carry out the purposes & goals of the organization

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22
Q

Administrative skills involve

A

Involve planning, organizing work, coordinating work activities
Allow leaders to accomplish the mundane, but critically important, aspects of leadership

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23
Q

Managing people

A

An effective leader connects with people & understands the tasks, the skills required to perform them, & the overall environment.

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24
Q

Managing people includes helping employees to

A

work as a team
motivate them to do their best
promote satisfying relationships among employees

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25
Portion of Administrative that occupies the most time
Managing people
26
Managing resources
requires a leader to be competent in both obtaining and allocating resources can be money, supplies, equipment, space, etc., anything needed to operate an organization The ultimate responsibility of resource management rests on the leader.
27
Showing Technical Competence
involves having specialized knowledge about our work A leader is more effective when he or she has knowledge about the activities subordinates are asked to perform. A leader is not required to have technical competence in every situation. AKA Functional Competence
28
Interpersonal Skills
skills—the abilities that help a leader to work effectively with subordinates, peers, & superiors, to accomplish the organization’s goals
29
Interpersonal skill sets
Being Socially Perceptive Showing Emotional Intelligence Managing Interpersonal Conflict
30
Being socially perceptive
involves understanding the unique needs, goals, & demands of different constituencies
31
Being socially perceptive involves having insight into & awareness of
what is important to others how they are motivated the problems they face how they react to change
32
Showing Emotional Intelligence
``` a person’s ability to understand his or her own & others’ emotions apply this to life’s tasks perceive & express emotions use emotions to facilitate thinking understand & reason with emotions manage emotions effectively ```
33
Emotional intelligence is critical indicator of a manager’s ability to
deal with conflict
34
Self-awareness
Understanding own emotions
35
Social awareness
Recognizing others' emotions
36
Self-management
Regulating own emotions
37
Relationship management
Responding to others' emotions
38
Enhancing Emotional Intelligence
work on becoming aware: of their own emotions the emotions of others how to regulate his or her emotions & put them to good use
39
Conflict creates
the need for change and occurs as the result of change
40
Conflict
is the struggle between two or more individuals over perceived differences regarding substantive issues or relational issues
41
Although uncomfortable, conflict is not
unhealthy nor necessarily bad
42
If conflict is managed effectively there is
a reduction of stress, an increase in creative problem solving, and improved group relations
43
Conceptual skills
involve the thinking or cognitive aspects of leadership, such as concepts and ideas
44
Conceptual skill sets
Problem Solving Strategic Planning Creating Vision
45
Problem Solving Skills
are a leader’s cognitive ability to take corrective action in a problem situation to meet desired objectives
46
Problem Solving Skills include
identifying the problem generating alternative solutions selecting the best solution from among the alternatives implementing that solution
47
Strategic planning
requires developing careful plans of action based on available resources & personnel to achieve a goal
48
Boal & Hooijberg (2000) suggest that strategic leaders need to have
ability to learn capacity to adapt managerial wisdom
49
Ability to learn
capacity to absorb new information and apply it towards new goals
50
Capacity to adapt
being able to respond quickly to changes in the environment
51
Managerial wisdom
a deep understanding of people and the environment in which they work
52
Creating vision
requires the capacity to challenge people with compelling visions of the future
53
To create vision, a leader needs to
set forth a picture of a future that is better than the present move others toward a new set of ideals & values that will lead to the future
54
Vision
a mental model of an ideal future state—“what could be.”
55
Visions imply change & challenge people to
reach a higher standard of excellence, giving meaning & purpose to people
56
Ideally visions are shared by
the leader & members of the group or organization
57
Covey identifies vision as one of the seven habits of highly effective people
They “begin with the end in mind” & have a deep understanding of their goals, values, & mission in life, which provides the basis for everything else they do
58
Loehr and Schwartz stress that people are a
“mission-specific species” & their goal should be to mobilize their sources of energy to accomplish their intended mission
59
Kouzes and Posner’s_____ identifies vision as
Leadership Practices Instrument | identifies vision as one of the five practices of exemplary leadership
60
Transformational leaders demonstrate vision as
one of four factors of performance
61
Charismatic leaders create changes by
linking their values & vision to the self-concept of followers
62
Nanus, Zaccaro & Banks suggest visions have five characteristics
``` A picture A change Values A map A challenge ```
63
A picture
A vision creates a picture of a future that is better than the status quo—an idea about the future that requires an act of faith by followers.
64
A change
Visions represent a change in the status quo, a change toward something more positive in the future.
65
Values
Advocating change within an organization requires an understanding of one’s own values, the values of others, and the values of the organization.
66
A map
A vision provides people with the map to guide them, to let them know when they are on- or off-track.
67
A challenge
A vision challenges people to transcend the status quo to do something to benefit others.
68
Articulating Vision
While it is important to have a vision, it is equally important to be able to articulate that vision to others.
69
Leaders need to highlight the intrinsic value of their vision, emphasizing
how the vision presents ideals worth pursuing
70
Leaders must adapt their vision to their audience—they need to articulate their visions so that
they fit within others’ latitude of acceptance
71
Articulating a vision requires
the right language, words that are motivating & inspiring using inclusive language inspiring symbols
72
Implementing Vision
The leader must model the attitudes, values, and behaviors set forth in the vision—the leader must be the living example of the ideals articulated in the vision
73
Implementing vision is true test of
a leader
74
When leaders are seen acting out the vision
it builds credibility
75
Implementation requires a leader
to set expectations high for others
76
Setting challenging goals
motivates people
77
Motivation is fostered when
followers (employees) are given specific and difficult goals; Rather than no goals, easy goals, or “do your best” goals
78
10 characteristics of servant leaders
Listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, building community

Fundamentals of Leadership (3 decks)

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