Leadership Final Flashcards

Question

What is the function of attention?

Answer 1

To transfer information from sensory memory to short-term memory. It's a cognitive process that highlights certain stimuli and blocks others. Think "Mental spotlight", quick reaction. Helps us retain info.

Answer 2

Selective Focus, Limited Capacity, and Sustained vs. Divided

Answer 3

Choosing one stimulus to focus on while tuning out others that are a distraction

Answer 4

We can only process a certain amount of information at once.

Answer 5

Sustained: focusing on a single task over time Divided: Allocating focus across multiple tasks (multi-tasking)

Answer 6

Limited capacity: 7 +/- 2 chunks for 15-30 seconds. there are chunks- small united of info grouped into larger units to max. what is retained. Can lead to MISCODING. ex) remembering a phone number long enough to dial it.

Answer 7

Part of Short Term Memory (STM), it is a set of procedures/operations/processes. It is used to make sense of, modify, interpret and store information in STM. the info is actively being used. Subject to cognitive load (amt of mental effort to process info).

Answer 8

Maintenance Rehearsal Extra notes: Consciously forcing information into working memory to retain it a bit longer, lack of context means you will forget it sooner rather than later. Ex) repeating a set of numbers to yourself, trying to remember someone's name.

Answer 9

Encoding is converting information from a source into a form that can be stored in memory. Sensory info is transformed into a mental representations that are used to recall memories later. What we typically mean by "learning"

Answer 10

Using a visual cue to store information, such as picturing an object or scene. Ex) Videos, Mind Palaces

Answer 11

Using auditory cues to store information by linking sound characteristics to the information. Ex) Memorizing a song, learning a lang

Answer 12

Using the meaning of something to store it, relying on understanding concepts and ideas. Ex) Understanding a definition by linking it to its meaning.

Answer 13

Connecting new information to prior knowledge to store it. ex) Learning a new word and connecting it to synonyms.

Answer 14

We tend to forget information the more doorways we pass through.

Answer 15

We recall info better if we retrieve it in the same context it was encoded.

Answer 16

a storage unit. Also known as retrieval: The process of reactivating information that has been stored in memory.

Answer 17

Recognition: The ability to compare a current event or object with something previously experienced (schemas). and Recall: The ability to remember a concept about something that isn’t physically present.

Answer 18

You remember information better when you actively produce it than when you passively receive/learned it.

Answer 19

The brain adjusts its understanding based on errors, allowing greater retrieval ties to be formed. Think of organizing a storage unit to better find things.

Answer 20

Specific: Timely: give FB within 24-48 hrs Actionable: Clear and concrete suggestions Balanced: Mix positives with areas for growth to keep motivation high and defensiveness low Respectful and Private: one-on-one, not just what we say but HOW we say it Authentic: Use as an opportunity to build a deeper relationship

Answer 21

A way to give feedback at work. 4 steps: S- Describe situation: describe what you witnessed and what you want them to repeat (positive) and change (negative) in the future. E- Evidence E- Effects: the impact or effect the individuals of the individual’s actions have so that they can SEE what you are saying is worthwhile N- Next steps: identify what you want the individual to keep/adopt in the future as a result of the feedback you gave them.

Answer 22

Positive, Constructive, Task-Level, Process-Level, Self-Regulation, and Self-Level.

Answer 23

Focusing on the specifics of the task, such as accuracy, quality, and completeness. Use: Early in the learning process, when skills are being built.

Answer 24

Pointing out areas for improvement, paired with guidance on how to improve. Use: When performance gaps exist or behaviors need adjustment.

Answer 25

Highlighting what was done well to encourage the continuation of that behavior. Use: when you want to build confidence and repeat success.

Answer 26

Addressing the strategies or processes used to accomplish a task Use: When refining an approach or problem-solving methods.

Answer 27

Guiding learners to monitor and evaluate their own performance. Use: To build autonomy and metacognitive skills.

Answer 28

Comments on the learner as a person, used very rarely. Risk: can undermine a growth mindset Use: Only when it is genuine and paired with a focus on growth

Answer 29

It helps individuals take ownership of their learning process.

Answer 30

Guidance on how to improve along with identifying areas for improvement.

Answer 31

Task-level specifics to build foundational skills.

Answer 32

The extent to which one’s life or work is experienced as making sense, directed and motivated by valued goals, and mattering in the world.

Answer 33

1. Purpose: sense of direction, goals in one’s life or work. 2. Comprehension/Coherence: sense of understanding and order in life or work. 3. Significance: sense of value and worth in work.

Answer 34

A conviction experienced as a transcendent summons to approach a life/work role meaningfully.

Answer 35

Actively enacting one’s calling in life or work.

Answer 36

The sense of being called to that role

Answer 37

The process by which individuals assign significance to life events to reduce distress and foster personal growth.

Answer 38

Intrapersonal, focusing on reconciling experiences with an internal belief system.

Answer 39

Can be both prospective (thinking about the future) and retrospective (past events).

Answer 40

The process of constructing, filtering, framing and/or creating to better understand a situation or context.

Answer 41

Interpersonal and collective, done individually and with others.

Answer 42

Retrospective, constructed after events occur.

Answer 43

A shared sense of belonging and purpose among members of a team or organization.

Answer 44

Provides individuals with affirmation that their contributions are valued and significant.

Answer 45

Sense-giving can be used to clearly communicate purpose, “the vision”, to others (organizational or within the employees)

Answer 46

Seeing how your tasks impact Others relate to Significance and Purpose in meaning

Answer 47

Meaning is the result of satisfying the needs for belonging, esteem, and self- actualization

Answer 48

Greater job satisfaction, buffer against distress, greater well-being, engagement, and provides coherence across life's challenges.

Answer 49

1) Meaning arises when humans have a clear purpose 2) Provides optimism 3) Sense of core goals, direction in life, and enthusiasm for the future 4) Relies on scope, strength, and presence in one's awareness

Answer 50

1) Making sense of one's experiences in life 2) Ability to discern understandable patterns 3) Develop adaptive traits to find meaning 4) Seek predictability, certainty, and connection within our environment

Answer 51

1) Focuses on the inherent value and worthiness of life 2) Existential matter and sense of self-esteem 3) Living well, successfully, and responsibly 4) Strivings, reasons for living, and life with specific value

Answer 52

Appealing to followers' values to induce performance that goes beyond expectations. There are four I's in transformational leadership.

Answer 53

Inspirational Motivation: Communicating an inspiring vision and high performance expectations Individualized consideration: Recognizing the differing needs of followers. Providing individualized attention and coaching. Intellectual Stimulation: Providing opportunities for others to learn, grow, and be empowered. Cultivating problem-solving skills. Idealized Influence: Inspiring others by earning follower trust and respect. "Walking the Talk"

Answer 54

Argues there is a sincere and pseudo form of transformational leadership. It focuses on promoting both positive psychological performance and environments, but also a positive ethical climate

Answer 55

1) Leadership Self-Awareness: Clearly understanding one's strengths, weaknesses, values, and how their behaviors impact others 2) Relational Transparency: Presenting your true self to others, openly sharing thoughts and feelings. 3) Internalized Moral Perspective: Demonstrating one's ethical standards and values that one has internally. One is guided by their moral compass and aligns behaviors with their deeply held principles. 4) Balanced Processing: Ability to objectively analyze relevant data before making concerted decisions. Weighing pros and cons, remains open to revising early judgments.

Answer 56

Prioritizing followers first and foremost by considering how to improve or maintain follower well-being, empathy, and development. The reverse of bottom-line and traditional leadership styles, by focusing on the follower first, then on the bottom line.

Answer 57

Listening, empathy, healing, awareness, persuasion, building community, commitment to the growth of people, stewardship, foresight, and conceptualization

Answer 58

Abusive leadership is the follower's perception of a supervisor's sustained, hostile, verbal and nonverbal behaviors. It can be caused by emotional exhaustion, culture, fit, and leader traits. The outcome: - follower attitudes, well-being, behaviors (quitting, turnover, withdrawal) - Organization impact (lost productivity)

Answer 59

Someone who encompasses the behaviors and actions of individuals in a subordinate position who support and collaborate with leaders to achieve goals. It is a choice and is co-constructed between the leader and the follower interactions.

Answer 60

1) Exemplary followers 2) Alinetated followers 3)Conformist followers 4) Passive followers 5) Pragmatist followers

Answer 61

Relationship-based view of leadership: leaders form differentiated relationships (dyads) with each of their subordinates/followers.

Answer 62

It beings with role-taking, which are formal interactions where a leader asses capabilities and begins to design tasks based on those observations. Then, it moves to role-making. This is where the Negotiation of roles and boundaries by both parties Trust is established (or not). The follower is categorized Finally, we move to Routinization (Mature Partnership), this is where stable, high-quality exchanges occur Mutual loyalty, respect, and discretionary effort beyond formal requirements occurs

Answer 63

Moral licensing is a cognitive bias that enables individuals to behave immorally without threatening their self-image of being a moral person. Think: You’re building up credit by doing good things to feel justified in doing bad things because it ends up even out. (You worked overtime this week, so you feel justified taking an extended lunch break.) Moral cleansing is restoring moral self-worth after the fact, in response to past immoral actions. After doing something bad, you make it a point to “be good” and perform a series of ethical actions. Example: You lied to your boss, so you volunteer for additional tasks.

Answer 64

Ethics: The rules a social system provides us with as guiding principles, which help us decide what is good or bad Justice: Pertains to the concept of fairness and equity distribution of benefits, burden, or treatment within a society. Right and wrong vs fair and equality

Answer 65

Shape how leaders make decisons and interact with their team.

Answer 66

A moral person reflects a leader. It includes their personality traits and behaviors. A moral manager involves the leader's role in promoting ethical conduct in others (role modeling). Includes setting standards, communicating about ethics, and disciplining unethical actions (communication, reward systems, discipline)

Answer 67

There are 4 types: -Distributive: allocation of resources, benefits, and burdens among members. Think: equal pay - Procedural: How fair are processes that lead to outcomes? Emphasizing transparency, consistency, and impartiality in decision-making. Think: the process of getting a pay raise - Interactional: quality of interpersonal treatment during organizational procedures. Four rules govern fairness perceptions: truthfulness, justification, respect, and propriety. Think: how a supervisor talks to different employees. -Integrative: acknowledgment that the impact of one justice type can be contingent on another. Think: how you set up the process of a raise (procedural) can impact distributive (pay gap or lack of one

Answer 68

Organizational commitment behavior (OCBs): voluntary, extra-role behaviors that contribute to organizational effectiveness but are not part of formal job descriptions. (they are positive consequences, an example is helping co-workers). Counter-Productive Work Behavior (CWBs) ■ Voluntary behaviors that harm the organization or its members ■ Examples: theft, gossip, absenteeism, sabotage

Answer 69

OCBS: perceptions of organizational justice. When we believe that Rewards and resources are distributed fairly and through transparent and consistent processes. CWBs: When we witness unethical practices or are subjected to unfair treatment, we may disengage morally, allowing us to justify or rationalize CWBs.

Answer 70

1) Power 2) Reputation 3) Status 4) Legitimacy 5) Celebrity 6) Stigma

Answer 71

Others: being able to influence others, discretion, and means asymmetrically (you can do it, they can’t do it back). It is not inherently positively or negatively valenced. Ourselves: Pursuing power by authority (a formal role), and/or via credibility and relationship building (e.g., charisma, expertise).

Answer 72

Through a formal position of authority, * Perceived power: confidence, communication and/or demeanor * Influence over others: ability to persuade, lead or command respect * Resource control (providing and withholding)

Answer 73

When you have power, you can choose to accept or not accept. If you choose to accept, you have the power over how you want to use it. Ex) POWER of a college degree.

Answer 74

Others: A perception of someone's past behaviors and the expected future performance. For ourselves, we are going to maximize our key characteristics to others (resume).

Answer 75

Economics-based logic: how you were is going to be how you are and will be. Thus, rewards (e.g., opportunities) will be given accordingly.

Answer 76

Rankings, performance reviews, and social media

Answer 77

Others: A relational rank or prestige accorded to people or groups. It is based on perceived competence, moral worth, or group membership. Doesn’t need previous data to make conclusions Ourselves: We try to signal prestige and rank (e.g., how we talk, what we wear, who we talk to)

Answer 78

awards & nominations, certifications, rankings

Answer 79

In groups vs out groups, deciding who we associate with, belong to, etc

Answer 80

Others: Determination that someone is right to lead, set rules, or take a particular action is fair and proper. Someone is LEGIT. Consciously granted. Given a social license to act. Ourselves: We try to signal legitimacy as a leader or in terms of the right to a course of action through formal authority, demonstrating expertise and competence, showing integrity, building relationships and trust, etc

Answer 81

Sociopolitical Legitimacy & Cognitive Legitimacy

Answer 82

Sociopolitical: The more or less someone meets or exceeds the normative expectations, the more legitimacy is bestowed (more subjective) Cognitive: The better someone fits into a particular category, the More legitimacy is transferred from that category to the person. Apples to apples idea, where if you look and walk the part, then people think, yup, you are the part. 'Fake it until you make it'.

Answer 83

Others: When there is someone attracting a high level of attention and generating positive emotional responses from others. Ourselves: We tend to control what information is shared with the public, broadcasting positive actions or accomplishments, and developing a social media or public perception brand. (Think: PR firms)

Answer 84

High volume of positive coverage: * On the news * Social media * Newspapers * Word of mouth

Answer 85

Others: negative, reducing others from a whole and usual person to a tainted, discounted one Ourselves: Being able to control what information is shared to the public

Answer 86

* Negative labels * Negative coverage or press * An event that instills negative emotions in others

Answer 87

Rational, emotional, and moral

Answer 88

The effort to make reasoned assessments of one’s capabilities or worth

Answer 89

* Emotional responses to people, their attributes and their actions * They tend to be made instantaneously

Answer 90

The extent to which the observed person meets, exemplifies, or violates a broadly held set of values or norms Within a society

Answer 91

○ Make leaders feel more distant from others ○ Make leaders demonstrate less normative behavior and be prone to corruption ○ Increase optimism and rule-based moral thinking

Answer 92

Passive Followers: Low on Critical Thinking and Low on Activity. Push in and Push out Conformist: Low CT and H in active, think "yes men", active b/c we tell them what to do Exemplary: highly engaged stars, think independently, and contribute effectively Alientated: poorly engaged critics Pragmatist: take the middle ground with limited impact

Leadership Final Flashcards

(120 cards)