CF04 - Full Range Leadership Development Flashcards Preview

ALS > CF04 - Full Range Leadership Development > Flashcards

Flashcards in CF04 - Full Range Leadership Development Deck (25)
Loading flashcards...
1

Intrinsic motivation

occurs when one experiences the positive feelings a task, activity, and the effort of doing their best generates within him or her. The rewards one receives are internal and personal like self-fulfillment (achievement), personal gratification (enjoyment) and happiness.

2

Extrinsic motivation

drives people to do things in order to attain a specific outcome (external). These people are fueled by their desire to achieve (or avoid) some external result or reward for his or her behavior.

3

Positive Reinforcement

involves favorable actions, results, or outcomes that a leader presents to a follower after the follower demonstrates a desired behavior.

4

Negative Reinforcement

the removal of unpleasant, unfavorable actions or events the follower is currently experiencing that occurs after they have displayed a desirable behavior, or taking something away that the follower thinks is ‘bad’ in order to ‘reinforce’ a behavior.

5

Positive punishment

occurs when the leader applies or presents an unfavorable action or result to a follower who has demonstrated an undesirable behavior...adding something to stop a behavior from occurring.

6

Negative punishment

when a leader removes something valued by the follower after they have demonstrated an undesirable or unacceptable behavior...taking something away to stop a behavior from occurring.

7

need for achievement

a desire where one accomplishes something difficult or masters particular objects, ideas, or tasks independently or with little help.

8

need for affiliation

prefer to spend more time maintaining social relationships and wanting to be accepted and cared for.

9

need for power

an individual’s desire to influence, coach, teach, or encourage others to achieve.

10

Contemporary motivation

categorizes a member’s commitment to the organization into three levels. These levels are membership (lowest level), performance (moderate level), and involvement (highest level) of commitment.

11

Membership Level

Individuals at the membership level only give the required time to the organization.

12

Performance Level

Individuals at this level understand and appreciate the rewards and benefits of doing more than those at the membership level.

13

Involvement Level

Individuals at this level are performing and are personally satisfied with their work and feel their personal needs and desires are being met.

14

System Level Rewards

things the organization provides such as pay, training, annual leave, medical and dental benefits, etc., whether operating at the membership, performance, or involvement level of commitment, everyone get these rewards.

15

Supervisory Rewards

Given to those who go beyond the standard, they include such things as praise, public recognition, time-off, bonus pay, promotions, special assignments, greater roles and responsibilities, etc.

16

Personal Rewards

When we fully enjoy our work, we strive to exceed every standard and reward ourselves for a job well done.

17

Laissez-Faire (“Non-leadership”)
(Passive Leadership Style)

• View the development of their subordinates as someone else’s problem
• Abandon or passes on their responsibilities to others
• Fail to respond urgently to critical situations
• Remain indifferent toward important issues
• Are hesitant to make decisions or deal with chronic problems

18

Management by Exception-Passive (MBE-P)
(Passive Leadership Style)

• Elects to sit back and wait for things to go wrong before taking action
• Intervenes only if standards are not being met based on in-place control measures
• Will hold subordinates accountable if they fail to meet standards

19

Management by Exception-Active (MBE-A)
(Transactional Leadership Style)

• Controls followers through forced compliance with rules, regulations, and expectations
• Is more concerned with identifying problems and correcting them than trends in performance
• Closely monitors performance for errors
• Focuses attention on errors or deviations from the standards
• Wants to know if and when problems occur

20

Contingent Reward
(Transactional Leadership Style)

• Sets goals, clarifies roles, and explains expectations
• Uses extrinsic motivation to get followers to achieve goals. When the follower
fulfills the leader’s expectations, a reward is provided to reinforce the demonstrated
positive behavior. 11 10F
• Actively monitors progress and provides supportive feedback

21

4 I's of Transformational Leadership

1 Individualized Consideration
2 Intellectual Stimulation
3 Inspirational Motivation
4 Idealized Influence

22

Individualized Consideration (Nurturing)

A transformational leader’s ultimate aim is to develop followers into leaders themselves.

23

Intellectual Stimulation (Thinking)

this is the degree a leader values their subordinates’ rationality and intellect, seeking different perspectives and considering opposing points of view.

24

Inspirational Motivation (Charming)

This leader behavior involves developing and articulating visions that paint an optimistic and enthusiastic picture of the future that is appealing and inspiring to followers.

25

Idealized Influence (Influencing)

Transformational leaders are charismatic and act as positive role models that “walk the walk.” In other words, they hold themselves to the highest standards, personally and professionally.