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final flash 2 Flashcards

1
Q

definition of transformational leadership

A

the process where leaders and followers raise one another to higher levels of morality and performance

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2
Q

what are some traits of a transformational leader (5)

A
  • model for integrity and fairness
  • clear goals
  • high expectations
  • encourage others - > inspire
  • support and recognize
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3
Q

what are examples of transformational leaders

A
  • obama
  • oprah
  • mlk
  • mandela
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4
Q

transformational leaders
- focus on:
- use what for motivation
- are …..active
- effect what parts of maslow’s triangle

A
  • focus on vision
  • use charisma and enthusiasm to motivate
  • proactive
  • effect top 2 of maslow’s triangle, esteem and self-actualization
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5
Q

transactional leaders
- focus on:
- use what for motivation
- are ……active
- effect what parts of maslow’s triangle

A
  • focus on goals
  • use rewards and punishment
  • are reactive
  • effect the bottom three, physiological, love and belonging, safety needs
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6
Q

what are the 4Is of transformational leadership and what do they mean

A

idealized influence - model exemplary behavior that is aligned with organizational goals
inspirational motivation - communicates excellently and inspires others
intellectual stimulation - encourage people to be innovative, creative, think critically, and problem solve
individual consideration - challenge followers to higher levels of performance

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7
Q

transformational leadership is correlated to what

A

high organizational performance

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8
Q

what are 6 pros of transformational leadership

A
  • ability to communicate new ideas
  • balance long-term goals and short-term vision
  • create good collaboration
  • establish trust
  • increase innovation and creativity
  • happy employees
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9
Q

what are 4 cons of transformational leadership

A
  • does not work in burocratic structures
  • potential for employees to drop the ball
  • lose focus on immediate needs
  • not good fit for employees needing guidance and supervision
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10
Q

define the abilities and effects of charisma in charismatic leadership

A
  • ability to persuade and hold attention and make others voluntarily want to follow
  • ability to temporarily suspend one’s rational evaluation
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11
Q

what are 3 components of charisma and what do they mean

A

power - confidence
presence - keeping attention
warmth - creation of a connection and making others feel safe

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12
Q

in charismatic leadership, persuasion can work as well as….

A

direct rewards

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13
Q

what are 6 traits of a charismatic leader

A
  • great communication and story telling
  • polished presence
  • confident
  • empathetic
  • clarity of vision
  • control, dominant, and risk-taker
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14
Q

what do followers of charismatic leaders support them on

A

support them on the basis of their views aligning, not out of fear

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15
Q

what are 8 negative characteristics of charismatic leadership

A
  • great communication can hide intentions
  • others partaking in critical thinking is seen as betrayal
  • hard headed
  • arrogant and overconfident
  • focuses on one single danger and derails focus from other things
  • wont tolerate other’s charisma
  • demands obedience
  • may not be competent
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16
Q

describe the awestruck effect

A

when charismatic leadership suppresses emotional expression, by intensifying emotions and limiting cognitive ability

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17
Q

dark leaders are prone to thinking what

A

that they have the right to something

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18
Q

does abusive leadership have a trickle down effect

A

yes

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19
Q

what kind of disruption in the workplace happens in dark leadership

A
  • lower productivity
  • higher stress
  • higher turnover
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20
Q

what are 6 examples of toxic culture

A
  • more complaints than action
  • only measurable results matter
  • personal benefit before collective good
  • stubbornness
  • high anxiety and stress
  • fear of boss is motivation
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21
Q

how does abusive leadership happen (8)

A
  • through maintaining power
  • destabilization tactics
  • making it personal
  • isolating people
  • moral disengagement (how its excused)
  • charisma, intimidation and politics
  • kiss up, kick down
  • emotional outbursts
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22
Q

Machiavellian and manipulative behavior trickles down from leaders, why does this happen

A

followers act in a similar way because they see it as a way to fulfill their workplace duties

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23
Q

define bandura’s social learning

A

new behavior is learned by observing and imitating others, including learning abusive leadership

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24
Q

what are the 4 aspects of banduras social learning

A
  • observing
  • internalizing
  • imitating
  • feedback - continue to do because of positive feedback loop
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25
Q

is destructive/abusive leadership sustainable in the long term

A

no

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26
Q

5 ways to combat abusive leadership

A
  • know company policy
  • validate observations with others
  • documentation of issues
  • have an exit strategy
  • reach out to HR and family
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27
Q

in abusive leadership scenarios prevention is key. if it is too late, someone external to the organization must come in and do 3 actions

A
  • disrupt behaviour
  • retrain behaviour
  • reinforce bahaviour
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28
Q

describe gamesmanship

A
  • when winning is prioritized above all else
  • encourages athletes to get a competitive edge no matter what
  • disregards the safety and well being of others
  • only cheating if you get caught
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29
Q

describe sportsmanship

A
  • emphasize fair play, respect, integrity, and adherence to the rules
  • consideration for opponents well being
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30
Q

what are the 4 components of ethics in spor

A
  • fairness
  • integrity
  • responsibility
  • respect
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31
Q

what is sport theoretically support to teach

A
  • character-building
  • strategic and analytical thinking
  • leadership
  • goal-setting
  • risk-taking
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32
Q

what is attribution error

A

We think other people’s actions are intentionally bad, but when we do it, we justify our actions as having good intentions

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33
Q

what are the 4 foundations in healthcare and what do they mean

A
  • autonomy - obtain wishes of patient so that their autonomy is protected
  • beneficence - seek the act that is the best for the patient
  • justice - navigate with due care to determine the limits of healthcare
  • non-maleficent - identify harm and determine how to avoid it
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34
Q

what is healthcare inherently about

A

it is about doing no harm and having the patient’s best interests in mind

35
Q

was the free samples given to patients ethical knowing they would not be able to afford them after? why or why not

A

it was ethical
because these free sample could be the cure that the patients are looking for - denying this free sample is taking away their chance of finding the cure
furthermore, if people need it to live, the will find way to pay for it

36
Q

are large gifts allowed for healthcare professionals

A

no, guidelines say that big gifts are conflicts of interest and places a threshold on small gifts

37
Q

even if gifts are small, are they any relevant in decision making

A

yes, evidence shows that even gifts of negligible value can influence the behavior of the recipient in ways that the recipient does not always recognize

38
Q

what is change management

A

it is the upfront thinking and planning on how change will happen

39
Q

what are 5 examples of change management

A

how will this change effect the people and organization
what are the pros and cons of this change
what must be done to prepare for the change
how will this change be perceived by outsiders
identify the issue that we are to change

40
Q

what is management of change

A

managing the progress of the change from one thing to another

41
Q

what is the IT example of management of change

A

going from one system to another
- need checklists
- need to make backups
- utelizing assets prooperly and efficiently
- being on time for dealines

42
Q

what are the 3 reasons change is hard organizationally

A
  • timing of knowledge (lack of internal momentum)
  • lack of knowledge
  • poor track record
43
Q

what are 5 aspects of resistance to change

A
  • anticipation of a loss (SCARF)
  • skepticism over intentions
  • uncertain about what to do
  • allegiance towards what is to change
  • vested interest in status quo
44
Q

what are hte parts of the SCARF model

A

Status
Certainty
Autonomy
Reliability
Fairness

45
Q

what are the parts of aristotle’s triple filter

A
  • is it true
  • is it important
  • is it useful
46
Q

what are 7 positives of ethical leadership

A
  • lower turnover
  • lower internal conflict
  • lower stress
  • more innovation
  • higher brand reputation
  • higher talent attraction and retention
  • higher financial returns
47
Q

what are two things that ethical leadership creates

A

sustained value and performance

48
Q

is trust neccessary for transactinal relations

A

yes

49
Q

trust ___________ required for commitment

A

is

50
Q

commitment ___________ required for trust

A

is not

51
Q

define the psychological contract

A

a personal belief about mutual obligations between an individual and an organization

52
Q

what can servant leadership be described as

A

when a leader has the natural feeling of wanting to serve otheres

53
Q

what are 5 characteristics of servant leadership

A
  • great listening
  • empathy
  • ability to develop followers
  • emotional intelligence
  • persuasive
54
Q

(Servant vs Traditional)
In Servant leadership
- focuses on ________ and __________ the team
- measures success by ___________ and ____________
- listens or speaks more?
- power is ___________

A
  • serving and empowering
  • growth and development of followers
  • listens more
  • shared in a flatter structure
55
Q

(Servant vs Traditional)
In tradition leadership
- focuses on ________
- measures success by ___________
- listens or speaks more?
- power is ___________

A
  • improving the business
  • output
  • speaks more
  • power is held in the hands of the leader and there is a strict hierarchy
56
Q

what are 3 pros of servant leadership

A
  • good to be utilized in service industry or non-for profit
  • there is a focus on physical and emotional needs
  • fosters skill and career development
57
Q

what are 3 cons of servant leadership

A
  • requires significant buy in from management and employees
  • relies heavily on empathy of managers and ethics of business
  • the entire thing can be ruined by one bad apple
58
Q

is a good follower as important as a good leader? what does a follower influence

A

yes it is
they influences sustainability and health of the team

59
Q

what are 3 tangible results from having great followers

A
  • better results
  • improved productivity
  • increased teamwork
60
Q

what are 5 traits of a great follower

A
  • accountable
  • sense of urgency/self-starter
  • provides great recommendations
  • good communicators
  • strong work ethic and attention to detail
61
Q

what is the difference between emergence and effective leader

A

emergent leader is who has the traits to become a leader, while effective leader is who does leadership well

62
Q

what are the 5 emergent traits of leadership

A

Open to experiences
Conscientiousness
Extrovertism
Agreeableness - not too much
Neuroticism (low) -> emotional stability (high)

63
Q

what are 3 aspects of a great leader? are these found in all leaders?

A
  • excellent communicator
  • have a vision and a mission
  • has power to motivate and get people involved
64
Q

what are 5 practices of exemplary leadership

A
  • model the way
  • inspire shared vision
  • challenge the process
  • enable others to act
  • encourage the heart
65
Q

what are three examples of exemplary leaders that we discussed in class and what did they say/do

A

anita roddick - leadership is communication
benioff (Salesforce CEO) - donate 1% profits, 1% company equity, 1% of employees time
Dolly Parton - helped others as others helped her

66
Q

what sort of leader was MLK predominantly

A

a servant leader

67
Q

describe banduras moral disengagement and why is it done

A

a cognitive process in which a person separates their moral standards from their actions
this is what people do to justify doing bad things and to not feel guilty

68
Q

what are the 4 types of moral disengagement and what do they mean

A

moral justification - action was for the greater good
diffusion of responsibility - spreading the blame
minimize injurious consequences - “not a big deal”
dehumanize the victim - victim deserved it

69
Q

what does developing great listening skills do for you

A

makes you an asset because you can start putting the pieces together

70
Q

what are 4 components of active listening

A
  • open to hearing
  • closed for focusing
  • be in the moment
  • ask questions to clarify
71
Q

describe the appreciative method

A
  • as questions in a way that facilitates a discussion
  • dialogue builds trust
72
Q

what are two examples of appreciative questions

A
  • “any things that you would have done differently”
  • “any recommendations for future projects”
73
Q

described the investigative approach

A
  • a structured top-down approach
  • requires high effort to get information out
74
Q

what are 2 examples of investigative questions

A
  • “what was wrong with this project”
  • “what were your learnings”
75
Q

what are the three types of feedback

A
  • appreciative
  • coaching
  • evaluation
76
Q

describe appreciative feedback

A

recognition and reward for meeting or exceeding standards
used to motivate

77
Q

describe coaching approach

A

help individuals better their performance by identifying opportunities
used to support improvements

78
Q

describe evaluation approach

A

measure individuals based on a set standard
used as a reality check

79
Q

what did we learn during the simulatio

A

that context is everything.
was tested through having the same $ amount but placed in different scenarios

80
Q

what are 3 reasons why forgiveness is important

A
  • gives you chance to grow relationship
  • gives you closure
  • stops you from dragging it your entire life
81
Q

define Ethical Leadership

A

Leadership that involves demonstrating behaviors associated with ethics, creating sustained value and performance.

82
Q

destructive leadership is related to the following behaviours

A
  • poor attitudes towards leadership
  • counterproductive work behaviors
  • resistance to the leader.
83
Q

what are the 7 steps to analyzing a case

A
  • 5Ws
  • what is the organizational structure
  • what are the key legal, ethical, moral issues
  • what is the severity of the impact
  • what theories and frameworks are applicable
  • what are the recommendations and alternatives
  • how is it implemented, is it feasible and what are drawbacks

453-2 (6 decks)

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