Leadership

Question 1

5 dysfunctions of a team

Answer 1

1. Absence of trust – people get vulnerable with one another.
2. Fear of conflict – necessary within a team.
3. Lack of commitment – when everybody truly helps with deciding.
4. Inability of accountability – people need to be confronted when there are shortcomings
   in a team.
5. Inattention to results.

Question 2

Kübler-Ross Grief Cycle

Answer 2

Denial
Anger
Depression
Bargaining
Acceptance

Question 3

Change readiness matrix; upper left

Answer 3

Ready for learning:
In case you score in the upper-left quadrant, you are ready for learning. Here the leader demonstrates a history of successful change, with a strong capacity for planning and executing change.

Question 4

Change readiness matrix; lower left

Answer 4

Ready for resistance:
If you score in the lower-left quadrant, you are ready for resistance. Here neither the leader not the organisation has a history of successful change, most likely the result of any new change initiative will be resistance, anger, undermining, or simply ignoring the effort

Question 5

Change readiness matrix; lower right

Answer 5

Ready for frustration:
If you score in the lower right quadrant, you are ready for frustration. When an organisation with a strong history of change is led by someone who either is reluctant to engage in systematic change or lacks the personal capacity to do so, then the potential for frustration is strong

Question 6

Change readiness matrix; upper right

Answer 6

Ready for change:
If you score in the upper-right quadrant, then both the leaders as well as the organisation have exceptional change capacity, and the organisation is a modelm of resilience. This organisation can adapt to environmental and cultrual shifts, change strategies and form innovative services and resources, and create an atmosphere of excitement and engagement.

Question 7

Stakeholder types; Allies

Answer 7

An approach for maintaining agreement and trust.
Goal: Affirm agreement.
1. Reaffirm the quality of the relationship.
2. Acknowledge any doubts and vulnerability you have with respect to your vision and
project.
3. Discuss their issues or concerns with your project.
4. Ask them for advice and support.
5. Achieve understanding on their role and responsibilities.
6. Confirm their commitment to support your project.

Question 8

Stakeholder types; Fellow travelers

Answer 8

An approach for maintaining agreement and increasing trust.
Goal: Build trust.
1. Reaffirm agreement by reinforcing the value and importance of their support of your
project.
2. Acknowledge any caution that exists.
3. Make it clear you are not expecting them to get actively involved.
4. Ask them how they would like to be updated on the project going forward

Question 9

Stakeholder types; Opponents

Answer 9

An approach for maintaining agreement and increasing trust.
Goal: Build agreement.
1. Reaffirm the quality of the relationship.
2. Identify their skills and talents and how these connect to your project.
3. State your position (case for change, vision for change, benefits to them).
4. State what you think their position is in a neutral way.
5. Extend a personal invitation for them to get involved with your project.
6. Engage in problem-solving so that you build something together.
7. Confirm their commitment to support your project.

Question 10

Stakeholder types; Adversaries

Answer 10

An approach for shifting agreement and increasing trust.
Goal: Minimize threat to your project.
1. Estimate the impact on your project if this person is not on board.
2. Identify individuals who can educate you about this person, their issues, and their
concerns.
3. State your position (case for change, vision for change, benefits to them).
4. Ask questions that respectfully uncover root cause of their resistance.
5. State what you think their position is in a neutral way.
6. Identify your own contribution to the lack of trust that exists.
7. End the meeting with your plans and no demands.
8. If you are going to go around them or over them, tell them your plans.
9. Let go; the more you try to convert and pressure them, the more entrenched they will
become in their position.

Question 11

Stakeholder types; Neutrals

Answer 11

An approach for determining agreement and level of trust.
Goal: educate and determine their position.
1. State your position (case for change, vision for change, benefits to them).
2. Ask where they stand.
3. Ask what it would take for them to support your project.
4. Extend a personal invitation for them to get involved with your project.

Question 12

Transformational leaders are:

Answer 12

Leaders who inspire followers to transcend their own self-interests and who can have a
profound and extraordinary effect on followers. They also encourage their followers to be more
innovative and creative.

Question 13

Characteristics of transformational leaders

Answer 13

Idealised influence
Provides vision and sense of mission, gains respect and trust.

Inspirational motivation
Communicates high expectations, uses symbols to focus efforts, expresses important purposes
in simple ways.

Intellectual stimulation
Promotes, intelligence, rationality and careful problem solving.

Individualised consideration
Gives personal attention, treats each employee individually, coaches, advises.

Question 14

Positive leadership;

Answer 14

Positive leadership encourages leaders to:
« Enable positively deviant performance.
« Create affirmative emphasis in the organization.
« Create a virtuous focus.

Positive leadership looks at applying strategies that are a result of positive psychology, positive
change, and positive perspective of organizational scholarship.

Question 15

Three associations forming positive leadership:

Answer 15

1. Positive deviant performance
2. Affirmative bias
3. Fostering virtuousness

Question 16

Positive deviant performance

Answer 16

Facilitating excellently positive performance to have results that far exceed what the expected
results were.

Question 17

Affirmative bias

Answer 17

Focusing on people’s strengths and abilities and affirming their potential. Emphasizing the
positive and acknowledging the negative and valuing the opportunities it can bring.

Question 18

Fostering vituousness

Answer 18

Everyone wants to do well, acknowledging that goodness exists. Encouraging and developing
the ‘goodness’.

Question 19

Positive leadership considers the following:

Answer 19

« What uplifts organizations and what challenges them.
« What works well, and not so well.
« What is rewarding, and what is disappointing.
« What is effective and, not so effective.
« What is inspirational and what is difficult.

Question 20

What are the four leadership strategies which enable positive deviance?

Answer 20

1. Positive climate
2. Positive relationships
3. Positive communication
4. Positive meaning

Question 21

Positive climate;

Answer 21

POSITIVE CLIMATES AT WORK = POSITIVE PERFORMANCE

Fostering compassion, forgiveness, and gratitude amongst members of the organization leads to
creating positive climates.

Question 22

Positive climate; compassion

Answer 22

« Become aware of what is happening.
« Express emotion as collective group.
« Take action as an organization to foster healing and restoration.

Question 23

Positive climate; forgiveness

Answer 23

« Acknowledge the occurrence.
« Replace victimization with a chance to give to someone or something else.
« Work toward higher standards, communicate.
« Provide support to move forward.
« Use acceptable language.

Question 24

Positive climate; gratitude

Answer 24

Gratitude
« Engage.
« Gratitude visits.
« Gratitude letters.
« Gratitude journals

Question 25

Positive relationships;

Answer 25

Positive relationships serve as enablers of positively deviant outcomes psychologically,
emotionally, and organizationally.

Question 26

Positive communication;

Answer 26

Positive communication occurs in organizations when affirmative and supportive language
replaces negative and critical language.

In order to enable positive communication, leaders must use positive self-talk and lead by example. People usually respond to more negative situations than positive ones, therefore it can be difficult to practice positive communication. However, as a leader, it is important to facilitate positive communication. You can do this by two strategies, the best-self feedback process and
supportive communication.

Question 27

Positive communication; best-self feedback

Answer 27

« Uncovering individual strengths as perceived by others.
« Acquaintances are asked to provide short statements on times that the individual
displayed their best-self.
« Information is analyzed by the individual to create their own best-self picture.
« Strengthens relationships.

Question 28

Positive communication; supportive communication

Answer 28

« Enhances relationships but allow problematic issues to be addressed.
« Provide unbiased description of occurrence.
« Describe outcomes of the behavior and the affect in an unbiased way.
« Provide alternatives and suggestions

Question 29

Positive meaning;

Answer 29

Finding positive meaning is important in order for people to engage in meaningful work and
participate in creating positive outcomes.

There are three types of relationships between members and organizations that parallel the
three types of identifications people formulate with their work.

Question 30

Positive meaning; compliance -> job

Answer 30

« Act for personal material or benefit.
« Employees conform to procedures and rules so they get rewards.
« Behaviour complies with expectations.

Question 31

Positive meaning; identification -> career

Answer 31

« More engaged with the organization.
« Seek involvement and contribution.
« Enjoy satisfaction of belonging.
« Mutually benefits employee and organization.

Question 32

Positive meaning; internalisation -> calling

Answer 32

« Complete adoption of organizational goals.
« Internalize culture and mission.
« Adopts organizations purpose as their own.
« Loyal.

Question 33

In order for work to be associated with meaningfulness it must possess one or more of the
following:

Answer 33

1. Have positive impact on others.
2. Work must be associated with core individual values.
3. It must highlight the long-term impacts it will have.
4. Build a sense of community.

Question 34

Implementing positive strategies: First -> Role negotiation session

Answer 34

« Clarify expectations, responsibilities, standards, reporting, cultures, and value.
« Must happen early in the relationship.
« Establishes a foundation of expectations.
« Provides clarity.
« Positive climate is determined.
« Forms positive relationships.
« Uses positive communication.
« Clarifies positive meaning associated with work.

Question 35

Implementing positive strategies: Second-> ongoing one-on-one meetings

Answer 35

« Between the leader and direct report.
« Meetings are regular, private, face-to-face.
« They occur at least monthly.
« Accomplish specific objectives.
« Generate action plans to increase performance.
« Build relationships and provide continuous improvement plans.
« Encompass open communication and collaboration.
« Coaching and developing opportunities

Question 36

Developing positive leadership; 5 principles

Answer 36

Five leadership principles that associate with the strategies in order to help leaders facilitate
positive deviance.

1. Positive leaders enable extraordinary performance by fostering a positive work environment.
2. Positive leaders enable extraordinary performance by fostering positive work environment.
3. Positive leaders enable extraordinary performance by fostering positive communication.
4. Positive leaders enable extraordinary performance by associating the work being done with positive meaning.
5. Positive leaders enable extraordinary performance by implementing the four strategies

Question 37

Transactional leadership;

Answer 37

• Contingent Reward
  Contracts exchange of rewards for effort, promises rewards for good performance,
  recognize accomplishments.
• Management by Exception. (active)
  Watches and searches for deviations from rules and standards, takes correct action.
• Management by Exception (passive)
  Intervenes only if standards are not met.
• Laissez-Faire
  Abdicates responsibility, avoids making decisions.

Question 38

Appreciative Inquiry (AI)

Answer 38

Starts from a positive view of the organisational features
Distinguishes among the stages:

1. Discovery -> What goes well? What factors contribute to success?
2. Dream -> Employees think about the ‘ideal’. New features.
3. Design ->
4. Destiny -> Involves creating change, plans to enable dream

Question 39

Judson’s five steps

Answer 39

1. Analyzing and planning the change
2. Communicating about it
3. Gaining acceptance for the required changes particularly in behavior
4. Making the initial transition from the status quo to the new situation
5. Consolidating the new conditions and continuing to follow-up to institutionalize the change.