Exam Flashcards

Question

Leadership Traits in Practice

Answer 1

George Washington • Kept America together • Demonstrated integrity virtuousness, and wisdom in leadership • Read a lot • Tall and regal • predictability made him trustworthy to the public Winston Churchill • Not exceptional in any parts of life • Despite this accepted leader spoke plainly, was informed, and was decisive • Was ambitious not out of self-interest but for how it would help others Mother Theresa • Fearless humble and spiritual • Never owned more than those she served • Even when criticized about views never wavered Bill Gates • Task-oriented visionary and intelligent • Aggressive and assertive when need be • When appeared before congress to defend company unwaveringly defended • Stated never finish line only bringing people into work on products Oprah • Amazing communicator • Sincere determined and inspirational

Answer 2

Openness: This trait features characteristics such as imagination and insight.1 People who are high in this trait also tend to have a broad range of interests. They are curious about the world and other people and eager to learn new things and enjoy new experiences Conciencouisness: Standard features of this dimension include high levels of thoughtfulness, good impulse control, and goal-directed behaviours. Highly conscientious people tend to be organized and mindful of details. They plan ahead, think about how their behaviour affects others, and are mindful of deadlines. Extraversion: Extraversion (or extroversion) is characterized by excitability, sociability, talkativeness, assertiveness, and high amounts of emotional expressiveness Agreeableness: This personality dimension includes attributes such as trust, altruism, kindness, affection, and other prosocial behaviours. People who are high in agreeableness tend to be more cooperative while those low in this trait tend to be more competitive and sometimes even manipulative. Neuroticism: Neuroticism is a trait characterized by sadness, moodiness, and emotional instability. Individuals who are high in this trait tend to experience mood swings, anxiety, irritability, and sadness. Those low in this trait tend to be more stable and emotionally resilient.

Answer 3

Determination: reflects a high level of effort, achievement, ambition, energy, tenacity, initiative Leadership Motivation: desire to lead and influence others, possibly also a need for power Honesty and Integrity: do what you say you are going to do, be truthful Self-Confidence: important for decision making and gaining the trust of others Cognitive Ability: capacity to deal with a large volume of information and make decisions Knowledge of the Business: know your company, know your industry Other possible factors? charisma, creativity/originality, flexibility The trait of honesty has also been noted by Kouzes and Posner in their book, “The Leadership Challenge” as the #1 trait that managers look for in their leaders. This was based on a survey of thousands of managers, across many countries.

Answer 4

* First, Galp organization study over 2 million people and compared and contrasted strengths * Second, positive psychology emerged from flaws in disease model

Answer 5

How are strengths measured from the Gallup perspective? Gallup’s StrengthsFinder is a 177-item questionnaire that identifies “the areas where you have the greatest potential to develop strengths” (Rath, 2007, p. 31). After taking this questionnaire, you receive a list of your five strongest talents. You can build on these talents, furthering your personal growth and development. The questionnaire, which takes about 30 minutes to complete, is available through an access code that appears in the back of strengths books published by Gallup. It is also available on the organization’s website at www.strengthsfinder.com. more focus on application to the workplace mostly looks at themes of human talent not strength which are static

Answer 6

executing: Achiever - one with a constant drive for accomplishing tasks Arranger - one who enjoys orchestrating many tasks and variables to a successful outcome relationship building adaptability - one who is especially adept at accommodating to changes in direction/plan Developer - one who sees the untapped potential in others influencing Activator - one who acts to start things in motion Command - one who steps up to positions of leadership without fear of confrontation strategic thinking Analytical - one who requires data and/or proof to make sense of their circumstances Context - one who is able to use the past to make better decisions in the present

Answer 7

More encompassing and virtue oriented then Gallup Wisdom and knowledge/ cognitive strengths; strong in creativity and curiosity Courage/ Emotional Strengths; strong in authenticity and bravery Humanity/ interpersonal strengths; strong in kindness and love Justice/ civic rights; strong in fairness and teamwork Temperance/ strengths over excess; strong in forgiveness and modesty Transcendence/ strengths about meaning; strong in appreciation of beauty and excellence and gratitude Focus on individual character

Answer 8

From CAPP’s perspective, strengths were conceptualized as “the things that we are good at and that give us energy when we are using them” main elements in defenition are of performance, energy (vitality we get out of it) and use (how often we do it) divided into 4 quadrants Realized Strengths. Realized strengths are personal attributes that represent our strongest assets. We are energized when we use them because they help us perform well. Unrealized Strengths. Unrealized strengths are personal attributes that are less visible. We feel good when we tap into unrealized strengths because they support our efforts and help us achieve our goals. Learned Behaviors. Learned behaviors represent those ingrained things we have learned throughout our life experience. Although valuable, they do not excite or inspire us Weaknesses. Weaknesses are our limiting attributes. They often drain our energy and result in poor performance

Answer 9

Creating a positive climate by fostering empathy, compassion, forgiveness, and gratitude. Develop positive working relationships by having individuals focus on the positive aspects of their co-workers, rather than focusing on criticism and the negatives. Use positive communication approaches by offering words of encouragement and support, rather than using criticism as the “go to” form of feedback and communication with employees. Create an awareness and understanding of the connection between an individual’s values and those of the organization.

Answer 10

Management Responsibility: organizing money, materials, and people Management Needs To: Control their actions, control their efforts, and modify their behaviours Made up of 3 assumptions The average person dislikes work and will avoid if possible People need to be direct and controlled: Since people naturally do not like work, management needs to set up a system of incentives and rewards regarding work that needs to be accomplished because workers are often unwilling or unable to motivate themselves People want security not responsibility: too difficult to set goals so want management to do it for them

Answer 11

Management Responsibility: organizing money, materials and people. Management Needs To: create conditions so people can reach goals, remove obstacles, provide guidance Also main 3 assumptions The average person does not dislike doing work, work as natural as play: Rather than viewing work as a burden or bad, this assumption suggests people see work as satisfying and not as a punishment. It is a natural activity for them. In fact, given the chance, people are happy to work. People Will show responsibility and self-control to goals they are committed to: People can be committed to the objectives of their work. Consider some examples from the sports world. Successful athletes are often highly committed to their goals and usually do not need to be controlled or supervised closely. In a proper environment person learns to accept and seek responsibility:

Answer 12

Hybrid of the 2 A Theory Z organization is one that emphasizes common cultural values, beliefs, and objectives among its members with a focus on communication, collaboration, and consensual decision making. Individual decision making of the leader that is found in both Theory X and Theory Y is not a characteristic of a Theory Z organization.

Answer 13

Hands over responsibility Delays decisions Gives no feedback Makes little effort to help followers satisfy their needs eg: Warren Buffet

Answer 14

Controls subordinates Identifies the tasks, then “tells” employees how to do them, when to do them, etc. Sets the goals - unilaterally Does not encourage communication or participation from group members Gives praise and criticism freely based on their perspective rather than organizational policies or guidelines eg: Meryl Streep devil wears Prada

Answer 15

Who has an egalitarian view of the organization – in other words, the boss is not “superior” to the employees – everyone’s voice should be heard Whose role is more of a “teacher,” providing guidance, support, and ensuring that the employees have the resources they need to get the job done

Answer 16

Task Style • Goal oriented and want to ahceive Relationship Oriented • Find more meaning in being rather then doing • Less goal oriented

Answer 17

Task Leadership In Practice • Initiating structure • Production orientation • Overall concern for production Relationship Leadership In Practice • Consideration behaviour • Employee orientation • Concern for people

Answer 18

achieving goals getting the task done structuring the work and timelines for employees defining responsibilities, and are highly concerned with productivity and task performance

Answer 19

challenge employees to reach higher levels of performance than they might otherwise provide clarity for employees on how a task should be completed and deadlines for task completion create a “culture of productivity” (Akin and Hopelain, 1986 – cited in Bass & Stodgill, p. 498) lead groups that tended to show higher productivity

Answer 20

Less Employee Satisfaction

Answer 21

a concern for people, have a focus on employees, exhibit consideration behaviours, show respect for employees, demonstrate a sense of trust in employees, take an interest in the special needs and circumstances facing employees, value individuals and their unique contributions to the organization and beyond, are seen as more helpful and sympathetic to the needs of the employees.

Answer 22

More likely to inspire the development of those in a followership role (Bass, 2008) More attentive to the needs of employees Seen as approachable by employees Lower absenteeism, employee grievances, and turnover among employees Seen as providing a positive work environment Groups led by relationship-oriented leaders may generate more ideas

Answer 23

An organization’s profit is suffering. In this case, a task-oriented leadership approach may be preferable. There is a concern that the manager is starting to lead others with a “country club” approach that puts productivity in the background.

Answer 24

Model Of Primary Leadership Skills • Administrative • Interpersonal • Conceptual

Answer 25

Socially perspective: includes having insight into and awareness of what is important to others, how they are motivated, the problems they face, and how they react to change. It involves understanding the unique needs, goals, and demands of different organizational constituencies Showing emotional intelligence: concerned with a person’s ability to understand his or her own and others’ emotions, and then to apply this understanding to life’s tasks. First work on becoming aware of emotions, become aware of emotions of others, and then regulate emotions and put to good use Managing interpersonal conflicts: If conflict is managed in effective and productive ways, the result is a reduction of stress, an increase in creative problem solving, and a strengthening of leader–follower and team-member relationships.

Answer 26

Problem solving: refer to a leader’s cognitive ability to take corrective action in a problem situation in order to meet desired objectives. The skills include identifying the problem, generating alternative solutions, selecting the best solution from among the alternatives, and implementing that solution Strategic planning: consider ideas to develop effective strategies for a group or an organization. Being strategic requires developing careful plans of action based on the available resources and personnel to achieve a goal. Creating vision: To create vision, a leader needs to be able to set forth a picture of a future that is better than the present, and then move others toward a new set of ideals and values that will lead to the future. A leader must be able to articulate the vision and engage others in its pursuit. Furthermore, the leader needs to be able to implement the vision and model the principles set forth in the vision.

Answer 27

Leaders Set Direction Align People create a vision - motivate and inspire Cope with Complexity Managers plan and budget cope with change controlling and problem-solving

Answer 28

Social Awareness- Understanding others Primal Empathy- sensing non-verbal emotional signals Attunement- listening with full attention Empathetic Accuracy- understanding another person's thoughts, feelings and intentions Social Cognition- knowing how the social world works Social Facility- Knowing what to do

Answer 29

Social Awareness- Understanding others Primal Empathy- sensing non-verbal emotional signals Attunement- listening with full attention Empathetic Accuracy- understanding another person's thoughts, feelings and intentions Social Cognition- knowing how the social world works Social Facility- Knowing what to do Synchrony- interacting smoothly at a non-verbal level Self-Presentation- presenting ourselves effectively Influence- shaping outcomes of social interactions Concern- caring about others needs and acting accordingly

Answer 30

``` Self-Awareness Self- Regulation Motivation Empathy Social Skill ```

Answer 31

Identify the Problem Generate Alternative Solutions Select the Best Solution Implement the Solution

Answer 32

A Picture • Picture of future better than status quo • Not always fully developed but requires act of faith by followers and will build moral A Change • Change to the status quo (rules, procedures, values, rituals, goals) Values • Ideas, beleifs, and modes of actions • Advocating for change requires understanding one's own values • Eg. wants everyone to be equal= value of fairness A Map • Path to follow to achieve a vision • Also provide guiding philosophy for people A Challenge • Challenges people to transcend a status quo Articulating a Vision • First must adapt vision to audience needs and desires • How the vision contains ideals worth pursuing • Choosing the right language for articulation • Use symbols • Sing inclusive language integrating them into the vision Implementing a Vision • See if they can walk the walk • Requires setting high-performance expectations for others

Answer 33

Offers an image (picture?) of what the future could look like An emphasis on change and challenge Advocating change within an organization requires an understanding of one’s own values, the values of others, and the values of the organization Provides a road map for the future Links the present to the future (Daft, 2011, p. 400) Helps to establish a standard of excellence and integrity

Answer 34

Involve others in the org Keep it short and sweet Choose your words carefully Be patient On the one hand, visions should not be too big On the other hand visions should represent big hairy audacious goals

Answer 35

Providing Structure Clarifying Norms Building Cohesiveness Promoting Standards of Excellence

Answer 36

increased participation better interaction among members group membership more consistent members develop positive feelings toward one another members more willing to attend group meetings members influence each other members conform more closely to group norms group behaviour more goal-oriented member satisfaction is high members are more productive

Answer 37

First, having a particular task to work on, an understanding of how to do your job, and some general idea of where you fit in the overall picture of the organization is immensely helpful Second, if your job involves working in a group, there are many elements of group work that you need to understand, so that the group can operate effectively and efficiently. In summary, understanding what you are doing, why you are doing, and how to go about the task, really helps “structure” the work and helps foster a constructive climate.

Answer 38

What group members need to know What skills group members need to acquire How much initiative and effort they need How group members are expected to treat one another The extent to which deadlines are significant What goals they need to achieve What the consequences are if they fail to achieve goals

Answer 39

* Primary * Age * Gender * Race * Mental and physical abilities * Ethnicity * Sexual orientation * Secondary * Geo location * Military and work experience * Family status * Income * Religion * Education * First language * Organizational role and level * Communication and work style

Answer 40

Time Period: 1960's and 70's Perspective: government addresses inequalities Metaphor: melting pot Emphasis: assimilation Time Period: 1980's and 90's Perspective: advantages of accepting differences recognized Metaphor: Salad Emphasis: assimilation Time Period: 2000-present Perspectives: different opinions and insights valued Metaphor: smorgashbord Emphasis: inclusion/ intergration

Answer 41

Exclusion (low belongingness low-value in uniqueness) Differentiation (low belongings low uniqueness): not treated as an organizational insider but unique attributes considered valuable Assimilation (high belonging low uniqueness) Inclusion (high belonging and high uniqueness): individual treated as an insider and uniqueness valued

Answer 42

feeling safe: both psychologically and psychically feeling involved and engaged: do I treat others as full participants and insiders? feeling respected and valued: do I treat others as I would be treated myself? feeling influential: do I let other's ideas influence the group? feeling authentic and whole: do I allow others to be truly themselves in the group?

Answer 43

* Prejudice * Ethnocentrism * Stereotypes * Privilege

Answer 44

Minorities who think their voices won’t be heard People who feel their ideas are unappreciated “Social loafers”—group members who are inclined to goof off or work below their capacity People who do not identify with the group

Answer 45

Political differences Academic background differences (e.g., the engineers may not agree with the business people’s understanding of a problem) Socioeconomic factors which make it difficult for one individual to relate to another Age differences such that one employee does not feel like they fit in or can relate to the rest of the group

Answer 46

``` Listening Empathy Recognition Inclusion Build a relationship Empower employers ```

Answer 47

More than anything, out-group members want to be heard. Listening requires that leaders set aside their own biases to allow out-group members to express their viewpoints freely. When out-group members feel they have been heard, they feel confirmed and connected to the larger group.

Answer 48

An effort to understand the feelings of out-group members (remember, emotional intelligence and social intelligence from lesson 6?) A leader must suspend his or her own feelings to “stand in the shoes” of out-group members (again, remember the empathy component of emotional intelligence from lesson 6?) Techniques include restatement, paraphrasing, reflection, and giving support

Answer 49

Out-group members do not feel as if they belong & need to feel included Leaders include out-group members by: Responding to their communication cues appropriately Asking for the out-group member’s opinion Bottom Line: Leaders needs to be sensitive to out-group members’ needs & try to respond to them in ways that help them feel part of the group

Answer 50

Disagree with majority social identity theory- CANNOT identify with majority Sense exclusion from larger group Lack communication or social skills needed

Answer 51

Run counter to building community Negative impact on group synergy Don’t receive the respect they deserve from others

Answer 52

* Strat 1, listen to them * Strat 2, show empathy (restatement, paraphrasing, reflection, support) * Strat 3, recognize unique contributions * Strat 4, help them feel included * Strat 5, create special relationship with them * Strat 6, give them a voice and empower them to act

Answer 53

struggle inter-dependence feelings differences

Answer 54

feelings differences content and relational conflicts: content (beliefs and values) relational (issues of esteem and control)

Answer 55

✓ Separate people from the problem ✓ Focus on interests, not positions ✓ Invent options for mutual gains ✓ Insist on using objective criteria

Answer 56

Face Saving: In face saving, we attempt to communicate in a way that allows the other person maintains their sense of self-esteem, respect, and dignity. Differentiation: Differentiation defines the conflict & requires individuals to explain their positions. Fractionation: book key elements of conflict of conflict and address one by one helpful because It reduces the conflict by paring it down to a smaller, less-complex conflict. It gives focus to the conflict. It facilitates a better working relationship between participants in the conflict

Answer 57

``` Competing Avoiding Compromising Accommodating Collaborating ```

Answer 58

* Character of the leader * Actions of the leader * Goals of the leader * Honesty of the leader * Power of the leader * Values of the leader

Answer 59

* Trustworthiness * Respect * Responsibility * Fairness * Caring * Citizenship

Answer 60

* Referent * Expert * Legitimate * Reward * Coercive

Answer 61

``` character actions values power goals honesty ```

Answer 62

* Unclear Goals: must make them clear goals that are understandable in order for them to be executed * Unclear Directions: clear directions provide structure and quality goals to easier * Low Motivation: help others feel competent, help others get what they want, help others value what they do * Complex Tasks: must use directive leadership and take charge to create structure and make easier * Simple tasks use supportive style, human connection to motivate * Low Involvement: participant style to lead by example Lack of Challenge: achievement-oriented leadership motivate them

Answer 63

# Define goals Clarify the path Remove obstacles Provide Support

Answer 64

unclear goals- directive unclear directions - directive low motivation - relationship-oriented (expectancy theory) complex tasks- directive simple tasks- supportive low involvement- supportive unchallenged- achievement oriented

Answer 65

a scientific study of what makes life worth living

Exam Flashcards

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