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Leadership Lecture Flashcards

1
Q

Which of the following is a method for staff development?
peer in service
annual performance rei

A

peer in service

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2
Q

What is the primary role of a consultant to occupational therapy

A

to help solve existing or potential problems

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3
Q

Waht does FTE stands for in context of staffing needs

A

Full time equivalent

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4
Q

Which of the folow is not a type of reward system
oral
written
paid
mandatory overtime

A

mandatory overtime.

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5
Q

What is a consquence of sidestepping discipline in work place

A

establishing departmental norms

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6
Q

What is the most true about a job analysis

A

Data collection tool to dilineate qualities about the job

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7
Q

What is a short paragraph that describes a job

A

Job summary

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8
Q

What is an example of direct marketing

A

internet

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9
Q

Which of these is not a stage of interview?

A

resume screening

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10
Q

Which question can you ask
age, reason, child care, religion, mariage

A

reason for seeking employment

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11
Q

What is leadership?

A

Leadership is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals… The person who exerts such influence is a leader.”

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12
Q

Describe someone who has been a successful leader or mentor to you?
Write down a short list of 5-8 qualities

A
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13
Q

Traits related to effective leadership: Early view.

A

Intelligence
Knowledge and expertise
Dominance
Self-confidence
High Energy
Tolerance for Stress
Integrity and honesty
Maturity

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14
Q

Contingency Model
Leadership Styles:

A

Relationship Oriented
Leaders whose primary concern is to develop good relationships with their subordinates and be liked by them

Task Oriented
Leaders whose primary concern is to ensure that subordinates perform at a high level

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15
Q

Relationship Oriented

A

Leaders whose primary concern is to develop good relationships with their subordinates and be liked by them

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16
Q

Task Oriented

A

Leaders whose primary concern is to ensure that subordinates perform at a high level

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17
Q

More Recent Approach to LeadershipFull Range Leadership Theory - Define transformation leadership and transaction leadership

A

Transformational Leadership
Charisma to inspire, intellectual stimulation
Heightens motivation by attending to the needs of individuals to achieve and grow

Transactional Leadership
Outcome based
Establishes contracts toward achieving objectives Establishes criteria for compliance

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18
Q

Transformational Leadership

A

Charisma to inspire, intellectual stimulation
Heightens motivation by attending to the needs of individuals to achieve and grow

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18
Q

Transactional Leadership

A

Outcome based
Establishes contracts toward achieving objectives Establishes criteria for compliance

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19
Q

Two Types of Outcome Monitoring byTransactional Leaders

A

passive leadership and Active leadershi[

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20
Q

Passive Leadership

A

Awaits mistakes before acting

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21
Q

Active Leadership

A

Monitors actively for mistakes

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22
Q

Elements of a successful leader

A

Passion - doesn’t mean you have to be loud
Energy
Focus on Quality
Establishes Priorities
Acknowledges Others
Notices Flow
Expect the Best
(self & others)
Assumes people like you
Allows conflict
Posture & Eye Contact
Visualization of Day
Positive Language
Accountability
Attention to Detail

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23
Q

Deeper elements of a successful leader

A

Surrounded with right influences
Positive Self Talk
Sense of Urgency
Humble & Teachable
Joyful
Consistent
Recognizes respect is earned
Balances strive for achievement with recognizing you can’t do it all: Manage time
Active & Passive Mentor
Strong Communication

24
What is an active mentor vs Passive
Active - huddles with team, making meeting passive, shared office space they wait for the staff to come to them.
24
Sense of urgency - you want to make sure that
they are taking concerns from the group seriously and can prioritize the list of concerns.
25
Goleman’s Approach to Leadership: Emotional Intelligence
Emotional Intelligence: “The capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.”
26
Emotional intellegence can be
taught
27
Emotional Intelligence four domains
Self-Awareness Self-Management Social Awareness Relationship Management
28
Self awareness
What I see about me Your ability to accurately recognize your emotions as they happen and to understand your general tendencies for responding to different people and situations Emotionally self-aware Accurate self-assessment Self-confidence
29
Self-Management definition
What I do with me Your ability to keep a pulse on your emotions so that you stay flexible and positively choose how you react to different situations and people
30
Qualities associated with self management
Emotional Self-Control Trustworthiness Conscientiousness Adaptability Achievement Orientation Initiative Optimism
31
Social awareness defintion
What I see with others Your ability to recognize and understand the moods of other individuals and entire groups of people. This awareness is necessary to control your reactions to others and manage relationships to the best of your ability.
32
Social awareness qualities
Empathy Organizational awareness Service orientation
33
Relationship Management definition
What I do with others Your ability to use your awareness of your emotions and the emotions of others to manage interactions and relationships constructively, and lead to positive outcomes
34
Relationship management qualities
Visionary Leadership Influence Developing Others Communication Change Catalyst Conflict Management Building Bonds Teamwork and Collaboration
35
Can you teach Emotional Intelligence?
Yes
36
Can you improve a persons IQ? The capacity for knowledge? Can you improve a person’s EQ? The capacity to be self-aware, to manage your emotions, to be aware of others, and to develop your social skills?
Yes, Yes, Yes, Yes
37
Can you Choose your Managerial Style, should it be situational or global?
You should use a variety of management styles and stick with positive ones. Goleman asserts we should learn a range of management styles and use them judiciously for the given situation. Goleman asserts we use positive management styles most often.
38
Managerial Leadership Styles
Coercive/Commanding: “Do it the way I tell you” Authoritative/Visionary: Firm but fair Affiliative: People first Democratic: Participative management Pacesetting: “Do it myself” Coaching: Developmental management
39
Coercive/Commanding
"Do what I tell you” Controlling: Strict disciplinarian Best in a crisis situation Overall impact: Negative - Think military or running a code or active shooter drill
40
Authoritative/Visionary
Tends to be the most effective “Come with me” Visionary, Influencing Best in setting new vision, direction setting Overall impact: Most Positive overall you need to be firm but fair. Good for a new grad to show them the way.
41
Affiliative
“People come first” Harmonious workplace; build security Best when building teams, diffusing stress Overall impact: Positive - can be used when things aren't going well and the team needs extra support, when you want to build your team to stick together.
42
When can affiliative management be problematic
if it feels like the manager is more friends with the team rather then the boss
43
Democratic management style
“Everyone has a voice” Team-based; consensus decision-making Best when needing input; gaining buy in Overall impact: Positive
44
When can democratic style be negative?
When the team then thinks that they can offer input on everything even when they're not asked for input.
45
An example of a positive leadership
We have money to buy new tech and you ask your team to do research and chime in on what they like and what they want.
46
Pacesetting
“Do as I do, now” Excellence, independent work-place Best when needing quick results Overall impact: Negative
47
What is the positive place for pacesetting
think tanks and engineering
48
Why is pace-setting negative
its not sustainable
49
Coaching Management style
“Developing people is job #1” Ongoing feedback; Long term view Best when developing others is key Overall impact: Positive
50
Where does coaching managaemnt happen a lot in OT?
Fieldwork
51
Highly effective workplaces are found where leadership uses a combination of mainly:
Authoritative, Democratic, Affiliative, and Coaching Leadership
52
most effective
Authoritative/Visionary leadership is the
52
Leaders who use styles that positively impact the environment have much better financial results than those who do not
True
53
Which leadership should be used sparingly, with caution
Coercive/Commanding
54
Which management style should not be used alone & only with highly competent, self-motivated groups Coaching Style, while very positive, is used the least
The Pacesetting Style
55

OTH Management (21 decks)

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