Leader influnce

Question 1

Essential Qualities of follewership

Self management

Answer 1

The ability to determine one’s own goals within a large context and to decide what role to take at any given time

Question 2

Essential qualities of followership

Committed

Answer 2

Being committed to the organization and to a purpose beyond themselves

Effective followers strive to excel at everything they do

Question 3

Essential qualities of followership

Competent

Answer 3

Build their competence and focus their efforts for maximum impact

They strive to reach higher levels of performance and expand themselves

Question 4

Essential qualities of followership

Integrity

Answer 4

One of the most important characteristics of an effective follower may be the willingness to tell the truth

Provide truthful info to leaders

Question 5

Essential qualities of followership

Initiative

Answer 5

Motivation, determination, perseverance and risk-taking

Doing more than just meeting the standards

Question 6

Essential follower traits

Answer 6

Competence
Integrity
Loyalty
Initiative

Question 7

How to increase your chances of success as a follower

Answer 7

Control your emotions
Offer solutions to problems
Recognize the importance of timing
Use the chain of command

Question 8

Self-awareness

Answer 8

Leadership begins with self-awareness

That means getting to know yourself to understand your strengths and development needs

Question 9

Values and principles

Answer 9

As a leader you must know your deeply held values, adhere to the ethical principles that guide yor leadership, and avoid ethical traps

Question 10

Motivations

Answer 10

You must know what motivates you and others and how to balance both external and internal motivation

Question 11

Support team

Answer 11

You must recognize your support team (family co-workers) that, by being honest with you, could help you think through situations to help you stay focused and grounded

Question 12

Integrated life

Answer 12

You must know how to integrate and balance every aspect of your life, professional and personal. So you can be the same person

Being true to yourself

Being a good human

Question 13

Diagnosing

Definition

Answer 13

Tool used to identify. The development need of your subordinate

Process you can use to find out what’s going on in your work center

Skill you can develop to help your people meet the expectations of the Air Force

Question 14

Diagnosing categories

Discipline

Answer 14

The element in an organization that leads to prompt execution of orders and the initiation of proper actions when orders are not given

Question 15

Diagnosing category

Morale

Answer 15

The amount of enthusiasm and dedication to a commonly shared goal that unifies team members

Question 16

Diagnosing category

Esprit de Corps

Answer 16

Loyalty to, pride in, and enthusiasm for a unit shown by its members

Question 17

Diagnosing category

Proficiency

Answer 17

The ability of a unit to perform its mission and its based on professional and technical standards of excellence

Question 18

Adapting

Answer 18

Involves adjusting your behavior and other resources to what you’ve diagnosed/observed in ways that help close the gaps to achieve what you want
Focused on your leadership style

Question 19

Leadership styles

Authoritarian leader

Answer 19

H L. High task, low relationships

Very trash oriented and hard on workers. Little or no allowance for cooperation or collaboration

Question 20

Leadership styles

Country club leader

Answer 20

L H. Low tack high relationships

Uses predominantly reward power to maintain discipline and encourages the team to accomplish its goals

Question 21

Leadership styles

Impoverished leader

Answer 21

L L. Low task. Low relationships

Delegate and disappear Not committed

Allows the term to do whatever it wishes

Prefers to be detached from the team process

Question 22

Leadership styles

Team Leader

Answer 22

H H. High task. High relationships

Positive example fosters team encouragement

Forms and leads the most productive teams

Question 23

4 types of position powers

Answer 23

Coercive power
Connection power
Reward power
Legitimate power

Question 24

Coercive power

Answer 24

Deals with how others perceive your ability to provide sanctions, punishment or consequences for ineffective, inappropriate, or negative behavior, actions, or inaction

Question 25

Connection power

Answer 25

Who you know Stems from others perspective of your association with people of influence or people that can help both inside and outside of the organization

Question 26

Reward power

Answer 26

Able to recognize peoples efforts Pats on the back to days off

Question 27

Legitimate power

Answer 27

Come from your title, role, or position within your organization Authorities to make decisions and requests

Question 28

3 forms of personal power

Answer 28

Referent | Information expert

Question 29

Referent power

Answer 29

Interpersonal relations with others along with your personality traits

Question 30

Information power

Answer 30

Based on your access to data and information that are important to others

Question 31

Expert power

Answer 31

You gain power and the ability to influence through education, experiences and job knowledge

Question 32

Motivation ABCs of behavior

Answer 32

B F Skinner Antecedents Behavior and Consequences A person will only change behavior based on consequences from past behavior If rewarded will do the same If punished will change

Question 33

Motivation | X and Y

Answer 33

Douglas McGregor. Attitudes of supervisors and subordinate X most people prefer to be direct, aren’t interested in assuming responsible. Micro-managed Y people aren’t lazy and can be self-directed and creative if properly motivated Managers are supportive and facilitating

Question 34

Motivation | Hierarchy of needs

Answer 34

Abraham Maslow Individual needs form supervision to workers Physiological needs freedom from pain hunger etc Most basic needs must be fulled before the individual could move on to higher needs or abilities

Question 35

Motivation Expectation theory

Answer 35

Fredrick Herzberg. 2 classification Hygiene. Level or factors 1 people expect things when working. $ training, safety, supervision people become dissatisfied and motivation will drop if not rewarded 2 extra achievement, challenge, extra reward

Question 36

Motivation Profile theory

Answer 36

David McClelland. 3 parts 1 Achievement. Seek challenges try to achieve mastery of the task 2 Power. Seek out status and control, position of authority, prestige or power 3 Affiliation. Looking for special aspects of the job. Being around people or helping people

Question 37

Contemporary Motivation model

Answer 37

3 phased approach to motivation 1 membership. Lowes end 2 Performance. Mid level 3 involvement. Highest level

Question 38

System level rewards

Answer 38

The rewards system (USAF) promises to people as long as they perform at the minimum acceptable standard

Question 39

Supervisory reward

Answer 39

Given to those who go beyond the standard. Praise, public recognize, time off, bonus pay, promotions, special assignments etc

Question 40

Personal rewards

Answer 40

Come from within oneself | Enjoying work. Strive to exceeded every standard and self-rewards for a job well done