Course 15 Set A

Front 1

Adaptors

Back 1

work within the system to bring about new improvements, ideas, and greater efficiency, more structure, order to turbulence, use rules to solve problems

Front 2

Innovators

Back 2

work outside the system to bring about different ideas and different structures for the high adaptors, less structure, break rules to solve problems

Front 3

Small gaps

Back 3

advantage: little if any conflict

disadvantage: likeminded thinking can lead to less than optimal solutions

Front 4

Large Gaps

Back 4

advantage: different perspectives lead to better solutions to problem A

Disadvantage: more energy and time coping and managing relationships

Front 5

Significant Gaps

Back 5

Advantage: wider range of thinking leads to outstanding solutions to problem A

Disadvantage: much more energy and time coping and trying to fit problem B than they expend on problem A

Front 6

optimal problem solving

Back 6

adaptors and innovators working together

Front 7

Leaders who manage _____________ effectively end up with the best possible solution

Back 7

cognitive diversity

Front 8

Bridger's

Back 8

bridge gap between more adaptive and more innovative people

Front 9

coping behavior

Back 9

effort required to do something that is not out preference (A-I theory)

Front 10

Effective Leaders recognize that actual behavior is a blend of ones ____________ and ____________

Back 10

preferred style and coping behavior

Front 11

Trait theory

Back 11

States that a persons ability to lead depends on their intellect, self-confidence, determination, integrity, and social skills (leaders born not made)

Front 12

Psychodynamic Theory

Back 12

argues that followers and leaders are drawn to their roles, and achieve success in those roles by virtue of personality type

Front 13

Skills Theory

Back 13

states that a persons ability to lead depends on their emotional intelligence, awareness, and control

(skill and knowledge are involved in properly managing and dealing with emotion)

Front 14

Style Theory

Back 14

concentrates on two types of leadership: task or production and people or relationship oriented leadership

Front 15

Situational Leadership Theory

Back 15

Considers ones ability to complete a specific task and use of the four leadership styles to aid in his or her development

little competence & commitment = directive

low competence/some commitment = coaching

high competence/lacks commitment = supportive

high competence & commitment = delegating

Front 16

Contingency Theory

Back 16

believes that pairing a leader to a specific situation is the most effective method because leaders cannot adjust their behaviors (leaders are moved/swapped based on leader-members relations, leaders position power and task structure)

Front 17

Path Goal Theory

Back 17

theory views leaders as trailblazers, creating conditions for subordinate success

Front 18

Leadership-member exchange Theory

Back 18

emphasizes that leaders must develop specialized relationships with each of their followers instead of treating all their followers the same way (in group and out group depending on whether they have proven themselves)

Front 19

Authentic Leadership Theory

Back 19

states effective leaders are true to themselves and others and adhere to strong morals and values