Kouzes & Posner Ch 10 pp 248-263 - Sheet1 Flashcards Preview

20. Kouzes & Posner > Kouzes & Posner Ch 10 pp 248-263 - Sheet1 > Flashcards

Flashcards in Kouzes & Posner Ch 10 pp 248-263 - Sheet1 Deck (24):
1

Great leaders grow their _____into leaders themselves.

constituents

2

It is important as a leader to take each constituents individual________,_________,__________&_________when assigning them a task or responsibility into consideration.

personality, interest, asprirations & skill

3

Although a lack of experience is unavidable, a lack of _________and ____________is not acceptable.

Knowledge & Enthsiasm

4

According to the Leadership challenge, to make gaining knowledge possible, setting up a __________where a younger, less knowledgeable individual is paired with someone who has more experience and expertise.

buddy system

5

besides setting up a buddy system, an additional benefit is _____________ were more than one person is able to perform a particular task.

cross training

6

Exemplary leaders strengthen others. They enable others to take ownership of and responsibility for their groups success by enhancing their _______ and _________ in their abilities, by listening to their ideas and acting upon them.

competence & confidence

7

Creating a climate in which people are fully engaged and feel in control of their lives is at the heart of strengthening others. True or False ?

TRUE

8

People must have the ______to make decisions based on what they believe should be done. they must work in an environment that develops their abilities to perform a task and build a sense of self-confidence.

Latitude

9

Name 2 leadership essentials that strengthen others ?

1. Enhance self-determination 2. Develop competence and confidence.

10

By using the 2 leadership essentials, Leaders move from being in control to giving over control to others, becoming their ________and ___________

Coaches and Teachers

11

Leaders accept and act on the ________of power: you become more powerful when you give your own power away.

Paradox of power

12

Constituents who feel weak, incompetent, and, insignificant consistently underperform, they want to flee the organization, and they're ripe for disenchantment, and even _________.

revolution

13

People who feel powerless, be they managers or individual contributors, tend to _______whatever shreds of power they have.

Hoard

14

Powerless manager tend to adopt _____&________styles.

petty & dictatorial styles

15

Feeling powerful, litierally means feeling _______. People everywhere share this fundamental need.

Able

16

Any leadership practice that increases another's sense of ___________, ____________ and ____________makes that person powerful and greatly enhances the possiility of success.

self-determination, self- confidence, and personal effectiveness

17

Business units with actively disengaged employees, experience ____-_____ percent more turnover than those with engaged employees.

30 - 50 percent

18

Self- determination can be enhanced in many ways, these significant actions include:1._____________2.________________3_______________

1.providing more choices 2. Design jobs that offer latitude. 3 Fostering personal accountability.

19

People can not lead or make a difference unless they have ___________

choice

20

If leadrs want higher levels of performance and greater initiatives from their constituents, they must be proactive in designing work that allows people discretion and choice. in other words __________.

Latitude

21

Narrow job categories confine choices; broader categories permit increased _______ and ________.

flexibility and discretion.

22

Individual _____________is a critical element of every collabrative effort.

accountability

23

Leaders are genuinely interested in those they _________.

coach

24

Although it may seem that people do thier best when the work is critical to sucess, the principle is often lost in the ____to ______ design of work.

day to day