Exam 2

Question 0

How to foster collaboration

Answer 0

Creating s climate of trust, facilitating relationships

Question 1

Two components of enabling others to act

Answer 1

Fostering collaboration, strengthening others

Question 2

How to strengthen others

Answer 2

Enhance self determination, develop competence and confidence

Question 3

Leaders enable others toooooo

Answer 3

Take ownership of and responsibility for their groups success, by listening to their ideas and acting upon them, involving them in important decisions, acknowledging and giving credit for their contributions

Question 4

Leaders increase people’s beliefs in…

Answer 4

Their own ability to make a difference

Question 5

Accountability results in feelings of

Answer 5

Ownership

Question 6

To feel in control, people need to be able to

Answer 6

Take non routine action, exercise independent judgement and make decisions that affect how they do their work without having to check with someone

Question 7

The power to chose rests on the

Answer 7

willingness to be held accountable

Question 8

Without competence, people feel…

Answer 8

Overwhelmed and disabled

Question 9

There are both ___ and ___ teaching opportunities

Answer 9

Formal and informal

Question 10

Characteristics of empowered employees

Answer 10

Self determined, sense of meaning, high competence, high influence

Question 11

Characteristics of in empowered employees

Answer 11

Other determined, not sure what they do is important, low competence, low influence

Question 12

How to build competence

Answer 12

Provide opportunities for people to confront critical organizational issues a

Question 13

Open book approach to building competence

Answer 13

Understands what the organization and work units are trying to accomplish, understands how they personally affect the income of the business, gets regular feedback on progress

Question 14

Paradox of power

Answer 14

You become more powerful when you give your own power away

Question 15

Meaning of empower

Answer 15

Make others feel strong and capable

Question 16

We feel empowered when we

Answer 16

Have latitude k make decisions, are comfortable making decisions, belief that what we do is important and believe that we can influence members of our work unit

Question 17

Two major components of empowerment

Answer 17

Delegate leadership and decision making down to the lowest level possible, AND equip followers with the resources, knowledge and the skills necessary to make good decisions

Question 18

Delegation with out development can be perceived as

Answer 18

Abandonment

Question 19

Development without delegation can be perceived as

Answer 19

Micromanagement

Question 20

Best practices of empowerment

Answer 20

Determine what followers are capable of doing, provide clear boundaries around the decisions they make, be prepared to tolerate followers mistakes and help them learn from these experiences

Question 21

Delegation

Answer 21

Implies that someone has been empowered by a leader/boss to take responsibility for completing certain tasks or engaging in certain activities

Question 22

Common reasons for avoiding delegation

Answer 22

Time, risk, work will suffer, others are already too busy

Question 23

Principles of effective delegation

Answer 23

Decide what to delegate, whom to delegate to, make the assignment clear and specific, assign an objective not procedures, allow autonomy but monitor performance, leaders remain fully responsible and accountable but give publix credit to others for success

Question 24

Successful organizational change is

Answer 24

70-90% leadership and only 10-30% management

Question 25

What is probably the biggest challenge facing any leader

Answer 25

Leading change- this is the skill that differentiates managers from leaders

Question 26

Change will not occur unless there is

Answer 26

Motivation to change-this is often the most difficult part of the change process

Question 27

Why do people often resist making changes

Answer 27

They believe that something of value will be taken away or lost (power, rewards, identity, relationships), fear of the unknown, often asked to make sacrifices

Question 28

8 requirements for the success of change

Answer 28

Sense of urgency, strong change coalition, compelling vision, constant communication, empowering employees, short term wins, maintaining the pace of change over time, anchoring changes in the culture of the organization

Question 29

Resistance may simple be a function of people believing that...

Answer 29

That status who is satisfactory, without dissatisfaction with the status quo, people see no sense of urgency for change

Question 30

Compelling

Answer 30

Evoking interest, attention, or admiration in a powerfully irresistible way

Question 31

Vision starts with ___

Answer 31

Why. Why is more compelling than what and includes our cause, purpose, beliefs and meaning and significant of the organizations work

Question 32

A visions appeal

Answer 32

Based on emotion (vs logical) and imagery (evoked through use of symbolic language and visual references)

Question 33

Broad appeal of a vision

Answer 33

Common fundamental values and ideas, widely shared beliefs about what matters most and why we do what we do

Question 34

Leaders speak ____of the past

Answer 34

Respectfully. It is because of the past that the leader now stands in front of the group, so leaders are careful to look to the past

Question 35

Leaders speak _____realistically of the present

Answer 35

Realistically. They do not sugarcoat the present, nor do they dismiss it

Question 36

Leaders speak ______ of the future

Answer 36

optimistically. Leaders look to the future and share their vision

Question 37

Charisma

Answer 37

How people explain why some leaders have a magnetic effect or are extraordinarily gifted communicators

Question 38

Are charisma and transformational leadership the same thing?

Answer 38

Not really. Charisma is only one part of transformational leadership

Question 39

4 characteristics of transformational leadership

Answer 39

Inspirational motivation, idealized influence, individualized considerations, intellectual stimulation

Question 40

Inspirational motivation

Answer 40

Establishing an attractive vision of the future, using emotional arguments, exhibiting optimism and enthusiasm

Question 41

Idealized influence

Answer 41

Appealing to followers values and their sense of a higher purpose(greater cause). Demonstrating self sacrifice and being a role model for the values, beliefs and behaviors needed to realize the vision

Question 42

Individualized consideration

Answer 42

Providing support, encouragement, empowerment and coaching. Developing leadership in others. Treating people with respect and compassion. Engendering Hugh levels of trust

Question 43

Intellectual stimulation

Answer 43

Encouraged employees to question the status quo, to seek innovative and creative solutions to organizational problems

Question 44

Major barriers identified by the glass ceiling commission

Answer 44

Initial placement, lack of mentoring, lack of opportunities for career development, little or no access to informal communication