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UBCDET Journeyman Leadership > Leadership > Flashcards

Leadership Flashcards

1
Q

Lightbulb. Member idea.

A

Intellectual Stimulation

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2
Q

This leader is genuinely attentive to the needs of each individual on their team and then provides opportunities for them to learn and practices new skills

A

Individualized Consideration

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3
Q

The leader demonstrates this behavior when they sidestep challenges in order to give attention to the people or actions at risk.

A

Inspirational Motivation

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4
Q

Able to overcome resistance to change.

A

Inspirational Motivation

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5
Q

Flowing water. Stones in a stream.

A

Inspirational Motivation

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6
Q

This leader envisions attractive and attainable future prospects and aligns the personal gains of the individual with that of the organization.

A

Inspirational Motivation

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7
Q

Behavior 4

A

Idealized Influence

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8
Q

Empathetic, values the individual’s needs, and encourages continuous improvement.

A

Individualized Consideration

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9
Q

New member. Encourage me. Orange hardhat.

A

Individualized Consideration

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10
Q

Values the intellect, encourages the use of imagination, and challenges the old ways of doing things.

A

Intellectual Stimulation

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11
Q

Motivates and encourages others.

A

Individualized Consideration

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12
Q

A leader who “walks the walk” by demonstrating the traits that they personally believe a leader should display.

A

Idealized Influence

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13
Q

Behavior 2

A

Intellectual Stimulation

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14
Q

Demonstrates confidence in the vision, has a true sense of purpose, and trusts followers.

A

Idealized Influence

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15
Q

Behavior 2

A

Individualized Consideration

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16
Q

This behavior relies heavily upon the amount of trust a leader exhibits in their followers.

A

Idealized Influence

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17
Q

This leader commonly questions the status quo, but uses sound reasoning as a guide rather than raw emotion.

A

Intellectual Stimulation

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18
Q

Creates an environment where others are innovative and empowered to develop creative ideas.

A

Intellectual Stimulation

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19
Q

In order to bring out the very best every individual on the team has, the leader pays genuine concern to each person’s needs.

A

Individualized Consideration

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20
Q

This leader exhibits persistence when pursuing an objective while maintaining their dedication to the followers and the team.

A

Idealized Influence

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21
Q

Tip of the spear. Blue leader.

A

Idealized Influence

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22
Q

Generates confidence in their vision for the team and organization.

A

Idealized Influence

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23
Q

Behavior 3

A

Inspirational Motivation

24
Q

When the leader challenges followers to exert their knowledge by coming up with new ideas.

A

Intellectual Stimulation

25
Q

Clarifies the future of the goal/mission, treats threats and challenges as opportunities, and generally elevates expectations for everyone around them.

A

Inspirational Motivation

26
Q

Transactional leadership has been in existence ever since man first recognized authority. Does it actually work?

A

YES! It does. It has worked for generations. (It’s not the most effective or productive method though)

27
Q

Do people make a conscious CHOICE to lead in a specific way?

A

Yes…and no. Many people UNDERSTAND that they could lead differently. Personal taste, how they learned, ego, insecurities, and a host of other factors come into play.

28
Q

Why would someone CHOOSE a dominant, transactional style of leadership?

A

Fear of looking weak.Not understanding how it impacts others.It could be the style that they PERSONALLY prefer to work under.Insecure about trusting others.It could be many reasons, and not all are purposefully damaging.

29
Q

Yeller, screamer, do as I say

A

Corrective - Investigative Transactional Leadership

30
Q

Hands exchanging money.

A

Exchange - Contingent Reward Transactional Leadership

31
Q

Motivation - EXTERNAL. Fear, consequence, bullying

A

Corrective - Transactional Leadership

32
Q

Motivation - EXTERNAL. Rewards, gifts, priviledge

A

Exchange - Transactional Leadership

33
Q

Complete the following sentence: Transactional leaders use types of ______________ motivation to increase the productivity of their subordinates.

A

EXTERNAL

34
Q

Exchange transactions often DECREASE overall worker motivation because the promised rewards and privileges are not _______________ over time

A

Sustainable. Or worse, they become empty lies and trust is further damaged.

35
Q

“I’m watching to see that you don’t…”

A

Corrective Transaction

36
Q

“If you do as we agreed, I’ll…”

A

Exchange Transaction

37
Q

Selective attention to deviations. Corrects problems when detected.

A

Corrective Transactional Leadership

38
Q

Clarifies desired outcomes. Exchanges rewards and recognition for accomplishments.

A

Exchange Transactional Leadership

39
Q

Selective __________ to _____________

A

Selective ATTENTION to DEVIATIONS

40
Q

Monitor all employees and identify an individual not meeting satisfaction. With no feedback, and little warning, the individual is attacked as all remaining employees witness the damage inflicted and learn to avoid similar offenses

A

Selective attention to deviations

41
Q

Corrects ______________ when detected

A

Corrects PROBLEMS when detected.

42
Q

An employee attempts a new process on the job. It works, but the boss grouched at her to do it the right way…the way she told her to do it. The boss saw the “problem” as the new process. Fix it, and do it “my way”.

A

Corrects problems when detected. Often, the “problem” isn’t that something is being done incorrectly. It may just NOT be what the leader WANTS!

43
Q

Actively monitors to provide supportive feedback and provides recognition for accomplishment.

A

Exchange Transactional Leadership

44
Q

If a leader is providing supportive feedback and providing recognition for accomplishments….isn’t that a GOOD THING?

A

Well, yeah…it really is. You have to consider HOW the interactions become TRANSACTIONS. Is the feedback balanced? or does it only exists for “sweetening” the deal? Is the recognition just something thrown out as an appetizer to get more?

45
Q

Leadership becomes transactional when…

A

The Leader:Is focused more on personal advancement more than attaining the goal of the team or organization. Resorts to using external motivators to encourage followers. Has individual direction of personal goals that are not consistent with the goals of the followers.

46
Q

Transactional Leaders are almost always aggressive and mean.

A

Not true. Remember that just because someone yells, they aren’t a transactional leader. And just because someone is easy-going and treats you well, they are a great leader. It’s true that you may see LESS aggression (anger, irritation, etc, etc) in transformational leaders, it is still there. It’s just handled differently.

47
Q

You may hear: “Dominant individuals tend to gravitate toward Transactional Leadership styles”

A

Nope. There are some dominant types that go for transactional leadership. But not exclusively… Transactional styles of leadership are utilized MORE often by people harboring insecurities.

48
Q

A leadership style based on the setting goals and objectives for followers and the use of ________ and ____________ to encourage compliance.

A

Rewards Punishments

49
Q

The core of transactional leadership lies in the notion that the leader holds power and _________ his or her employees or provides __________ for followers to do what the leader wants.

A

ControlsIncentives

50
Q

Seasoned worker takes a lesser experienced worker to show process.

A

Individualized Consideration

51
Q

A senior worker hears a new worker express a new idea that they’ve tried before. They take time to walk through the idea and help the new worker find the underlying problem

A

Intellectual StimulationInspirational Motivation

52
Q

A worker is consistent with their breaks and always prepared for work (mind, body, and tools).

A

Idealized Influence

53
Q

A company owner defers a major, tactical project decision to the field crew.

A

Idealized InfluenceIntellectual Stimulation

54
Q

This leader may give direction, but they are often not available when needed. Many workers feel that it’s best if they just stay out of the way.

A

Passive-Avoidant Leadership

55
Q

True or false? Transactional Leadership always causes a poor jobsite culture.

A

False. There are varying levels of “transaction”. while the leader may be transactional, it does NOT mean they are bad or even poor leaders. Transaction is just not the MOST PRODUCTIVE avenue for leading workers.

56
Q

Ineffective Monitoring, Maintains the Status Quo

A

Passive Avoident Leadership

UBCDET Journeyman Leadership (6 decks)

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