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Company Officer > Ch2 Leadership > Flashcards

Ch2 Leadership Flashcards

1
Q

Act of controlling, directing, conducting, guiding, and administering through the use of personal behavior traits or personality characteristics that motivate employees to the successful completion of an organization’s goals.

A

Leading

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2
Q

Act of controlling, monitoring, or directing a project, program, situation, or organization through the use of authority, discipline, or persuasion.

A

Managing

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3
Q

Act of directing, overseeing, or controlling the activities and behavior of employees who are assigned to a particular supervisor.

A

Supervising

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4
Q

Includes autocratic, democratic, and laissez-faire categories.

A

Basic Leadership Styles

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5
Q

Includes job-centered and employee-centered models.

A

Two-dimensional Leadership Style

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6
Q

Believes that no single best style exists.

A

Contingency Leadership Theory

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7
Q

Includes charismatic, transformational, transactional, and symbolic theories.

A

Contemporary Leadership Styles

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8
Q

Bases theory on the average worker disliking work.

A

Theory X

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9
Q

Bases theory on the average worker believing work is natural.

A

Theory Y

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10
Q

Bases theory on involved workers performing without supervision.

A

Theory Z

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11
Q

The leader tells the subordinates what to do and how to do it with little or no input from them.

Appropriate for emergency operations but lacks effectiveness in daily operations.

A

Autocratic

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12
Q

The leader includes employees in the decision making process and allows them to work with the least amount of supervision.

Appropriate for both day to day and special emergency operations such as hazmat or tech rescue incidents where knowledge and skills are more important than rank.

A

Democratic

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13
Q

In French it literally means “allow to do”. The leader leaves employees to make all the decisions and does not supervise them at all.

Appropriate for routine station or community tasks.

A

Laissez-faire

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14
Q

Represented by a four quadrant chart that compares the degree of job structure to the degree of employee consideration.

A

Two-dimensional Leadership Style

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15
Q

Application of this theory requires that the situation be matched to the leadership style.

  • How good is the relationship between the leader and the subordinates?
  • Is the task structured or unstructured?
  • Is the leader working from a position of strong power or weak power?
A

Contingency Leadership Theory

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16
Q

Inspires follower loyalty and creates an enthusiastic vision that others work to attain.

A

Charismatic

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17
Q

Depends on continuous learning, innovation, and change within the organization. This leader works to involve followers in the change process, challenge them to attain their full potential, and create follower satisfaction and growth while still meeting organizational goals.

A

Transformational

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18
Q

Involves an exchange between a leader and followers in which followers perform tasks effectively in exchange for rewards provided by the leader.

A

Transactional

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19
Q

Bases theory on a strong organizational culture that holds common values and beliefs. Leadership starts at the top of the organization and extends downward to the first-line supervisor. Employees and subordinates have full faith and trust in the leadership of the organization. Leaders viewed as infallible. HA!!

A

Symbolic

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20
Q

Leader believes:

  • The average worker is inherently lazy, dislikes work, and will avoid it whenever possible.
  • Because of their inherent dislike of work, most workers must be coerced into performing adequately by threats of punishment.
  • The average worker prefers to be closely supervised and shuns responsibility because of a general lack of ambition.
A

Theory X

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21
Q

Leader believes:

  • The average worker does NOT inherently dislike work–in fact, workers feel work can be just as natural as play or rest.
  • Workers will perform adequately with self-direction and self-control without coercion.
  • Workers will support organizational objectives if they associate those objectives with their personal goals.
  • The average worker learns not only to accept responsibility but also learns to seek responsibility.
  • Only a small part of the worker’s intelligence, ingenuity, and imagination is ever harnessed, but with proper leadership, workers will excel.
A

Theory Y

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22
Q

Involved workers are the key to increased productivity and the each worker can perform autonomously because all workers are trustworthy.

  • Leadership style that focuses on the people.
  • Employees remain with the company for life.
  • Close relationship between work and social life.
  • Workers’ goal to produce economic success nurtures togetherness.
  • Participative approach to decision-making.
A

Theory Z

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23
Q

Primarily a management theory and model, it depends on the application of strong leadership that is employee-focused.

Connects organizational results to the happiness of workers.

A

Total Quality Management (TQM)

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24
Q

Used to determine which leadership style a leader should apply. (Ranging from autocratic to democratic)

A

Leadership Continuum Theory

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25
Q

Based on employees’ perceptions of the unit’s goals and objectives.

Leader determines which of the four leadership styles best applies to the situation:

  • Directive
  • Supportive
  • Participative
  • Achievement-oriented
A

Path-Goal Theory

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26
Q

Leader gives specific guidance to the subordinates.

A

Directive

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27
Q

Leader shows concern for subordinates.

A

Supportive

28
Q

Leader asks for suggestions from subordinates.

A

Participative

29
Q

Leader establishes high goals and expects high performance from subordinates.

A

Achievement Oriented

30
Q

Leadership ability should not be judged by personality traits alone but by the results those traits have on the success of the organization.

Effective leadership is the result of personal attributes multiplied by the results.

A

Results-Based Leadership Theory

31
Q

Focuses on the use of basic values or principles to lead an organization.

A

Principle-Centered Leadership

32
Q

Highly capable individual; Person who makes productive contributions through talent, knowledge, skills, and good work habits.

A

Level 1 Leader

33
Q

Contributing team member; Person who contributes individual capabilities to the achievement of group objectives and works effectively with others in a group setting.

A

Level 2 Leader

34
Q

Competent manager; Person who organizes people and resources toward the effective and efficient pursuit of of predetermined objectives.

A

Level 3 Leader

35
Q

Effective leader; Person who catalyzes commitment to and vigorous pursuit of a clear and compelling vision, stimulating higher performance standards.

A

Level 4 Leader

36
Q

Executive; Person who builds enduring greatness through a paradoxical blend of personal humility and professional willpower.

A

Level 5 Leader

37
Q

Theory vs Model

A

A model has been proven through application, while theories contain only hypotheses that still need to be proven or disproved.

38
Q

Based on the theory that divides leaders into three categories: autocratic, democratic, laissez-faire.

A

Basic Leadership Model

39
Q
  • Concerned with getting work accomplished while considering the welfare and happiness of members of the unit.
  • Involves subordinates in the decision making process and allows them to work with a minimum amount of supervision.
A

Balanced Leader

40
Q

Based on the two-dimensional and situational leadership theories, this model depends on matching the leader’s style with the maturity of the members of the unit or subordinates.

A

Situational Leadership Model

41
Q
  • Competence, commitment, technical ability, and willingness of subordinates to do the task.
  • Based on the elements of ability and willingness
A

Maturity

42
Q

Four employee readiness levels

A

Telling
Selling
Participating
Delegating

43
Q

Readiness level that uses autocratic approach

A

Telling

44
Q

Readiness level that uses refined autocratic approach that involves convincing members that the task is appropriate and justified.

A

Selling

45
Q

Readiness level that relies on input from members in determining how the task should be accomplished.

A

Participating

46
Q

Readiness level that uses limits set by the leader and allows members to determine how the task will be accomplished.

A

Delegating

47
Q
  • A value based model of leadership that places service at the core for social change
  • Purpose is to make changes for the betterment of others through leadership.
A

Social-Change Model

48
Q
  • Promote in the individual self-knowledge and an understanding of one’s interests, talents, and values
  • Increase leadership competence in order to cause positive cultural change in an institution, community or society
A

Social-Change Model Goals

49
Q

-Individual
Consciousness of self and others: Awareness of values, emotions, attitudes, and beliefs that motivate people to action.
Congruence: Consistency of thoughts, feelings, and actions toward others.
Commitment: Personal investment of time and energy for the duration of the project.

-Group
Common purpose: Shared goals and values defined by the active participation of members of the group.
Collaboration: Application of mutual trust as a means of empowering others and oneself.
Controversy with civility: Acknowledgement that group members will inevitably hold different views and that differences must be addressed in a civil values-based, respectful manner.

-Community/Society
Citizenship: Acknowledgement that the members of the group have both individual rights and responsibilities to the community.

A

Social-Change Model Values

50
Q
  • Based on the concept that the leader involves followers in the process of accomplishing a goal within the limits of the system.
  • Relationship between 4 elements: leader, followers, system, goal.
A

Alpha Leadership Model

51
Q

Characterized as persons who generate loyalty and commitment from subordinates through relationships.

A

Alpha Leaders

52
Q

Alpha Leader core skills (3)

A

Anticipating
Aligning
Acting

53
Q

The leader anticipates trends and patterns that indicate problems or challenges in the system.

A

Anticipating

54
Q

Requires the leader to have self-awareness and recognizes the leader’s affect on others. Aligning requires the leader to establish strong relationships with other members of the group and create conditions that permit each person to succeed.

A

Aligning

55
Q

Apply the 80/20 Rule by committing 80% of the effort on 20% of the tasks that are important. The leader is also proactive rather than reactive, and listens to feedback from subordinates and customers. The leader remains focused on the goal at all times.

A

Acting

56
Q

3 methods for skills development

A
  • Compare self to Leadership Traits list
  • Conduct anonymous 360-feedback survey
  • Personality profiles
57
Q

Improve leadership skills via (4):

A
  • Courses
  • Seminars/Workshops
  • Literature Readings
  • Counselors/Mentors
58
Q

The possession of control, authority, or influence over others.

A

Power

59
Q

5 types of power

A 
Reward
Coercive
Identification
Expert
Legitimate
60
Q

Power is based on one person’s perception of another’s ability to grant rewards.

A

Reward Power

61
Q

Power is based on subordinates’ perceptions of the leader’s authority to punish.

A

Coercive Power

62
Q

Power is derived from someone’s desire to identify with and emulate another.

A

Identification Power

63
Q

Power is based on one person’s perception that another’s knowledge and expertise can help in the first person’s endeavors.

A

Expert Power

64
Q

Power is derived because of the organizational structure of the department.

A

Legitimate Power

65
Q

8 steps to create command presence

A
  1. Know what the situation is.
  2. Know what resources are available to apply to the situation
  3. Know the strategy and tactics required to resolve the situation.
  4. Listen to all points of view.
  5. Make the decision.
  6. Take responsibility for the decision.
  7. Implement the decision.
  8. Evaluate the decision.
66
Q

6 personality traits for command presence

A 
Self-confidence
Trustworthiness
Consistency
Responsibility
Acceptance
Expertise

Company Officer (12 decks)

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