Traditional Leadership Models Flashcards

1
Q

Provide examples of forms of leadership

A
  • Coercion
  • Cajoling
  • Persuading
  • Sacrificing
  • Modeling
  • Ordering
  • Marshaling
  • Predicting
  • Visioning
  • Rewarding
  • Punishing
  • Teaching
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2
Q

What is the central activity of leading?

A

Influencing

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3
Q

What are the 2 types of power?

A
  • Assigned power

- Emergent power

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4
Q

What is assigned power?

A
  • Assigned power is represented by formal rank or position in an organization.
    Assigned leaders:
    - Are expected to influence others
    - Are told what and whom to influence
    - May not actually be the most powerful people in an organization
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5
Q

What is emergent power

A
  • Emergent leaders influence a group even though they are not assigned leaders.
  • A group may look to an emergent leader instead of the assigned leader.
  • Emergent leaders may gain power because they are
    - Trusted and respected
    - Competent
    - Connected with other team members
    - Fair and ethical
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6
Q

What is the difference between leadership and management?

A

Leadership is coping with change while management is coping with complexity.

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7
Q

What are some examples of leadership?

A
  • Creating vision and strategy
  • Aligning people and building coalitions
  • Motivating and inspiring
  • Influencing
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8
Q

What are some examples of management?

A

Executing plans; getting things done.

  • Organizing resources
  • Creating rules, boundaries, and policies
  • Assembling the right team
  • Creating structure
  • Creating measurement systems
  • Solving problems and making decisions
  • Controlling
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9
Q

What is the trait approach to leadership?

A
  • Most common model for understanding leadership
  • Identifies five characteristics of great leaders.
    - Intelligence
    - Self - Confidence
    - Integrity
    - Determination
    - Sociability
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10
Q

What does the intelligence trait of leadership comprise of?

A
  • Surrounding yourself with smart people
  • Being a quick study
  • Observing and asking lots of questions
  • Having strong verbal abilities
  • Simplifying complex messages
  • smart leaders can teach
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11
Q

What does the the self-confidence trait of leadership consist of?

A

The ability to be certain about one’s skills and competencies.

  • Root of self-confidence is preparedness.
  • Being prepared is highly correlated with confidence and clarity.
  • Think about desired outcomes.
  • Think about different ways you can express your thoughts.
  • Practice and get input.
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12
Q

What does the determination trait of leadership consist of?

A

Determination is the desire to get the job done and includes characteristics such as initiative, persistence, dominance, and drive

  • Thinking about potential obstacles before they happen
  • Assessing risks obsessively
  • Gaming possibilities
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13
Q

What does the integrity trait of leadership consist of?

A

The quality of honesty and trustworthiness

Integrity is based on ethics, values, and principles.

  • Understand your own principles.
  • Articulating your principles creates markers that followers can judge, understand, and observe.
  • Consistency leads to trust.
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14
Q

What does the sociability trait of leadership consist of?

A

A leader’s inclination to seek out pleasant social relationships.

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15
Q

What is the 6th trait as discussed in the async material

A

Working hard

  • Great leaders work hard
  • working hard is a choice
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16
Q

What are the strengths to the trait approach to leadership?

A
  • Intuitively appealing
  • century of research to back it up
  • more conceptual in nature
  • provides benchmarks for what we need to look for in leaders.
17
Q

What is emotional intelligence?

A

Emotional intelligence is concerned with our ability to understand emotions and apply this understanding to life’s tasks

18
Q

What are some weaknesses to the trait approach of leadership?

A
  • Failure to delimit a definitive list of leadership traits
  • fails to take situations into account
  • highly subjective determinations of the most important leadership traits
  • research fails to look at outcomes
  • not a useful approach to training and development for leadership