Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
25 Cards in this Set
- Front
- Back
|
One in the service of another; one that follows the opinions or teachings of another; one that imitates another. |
Follwership |
|
|
To offer or suggest information or ideas as a reaction from an inquiry. |
Feedback |
|
|
In order to take organizations and individuals from their current state to a better, more effective state, you need to be able to apply three specific skills: |
Diagnose, adapt, and communicate effectively. |
|
|
Determining what is going on in an organization. cognitive skill requiring the leader to understand that the situation is now, and what it can reasonably be expected in the future. |
Diagnosing |
|
|
To gain a complete picture of the status of people, a leader must diagnose for categories: |
Morale-amount of enthusiasm and dedication to a commonly shared goal that unifies a group. Esprit de corps-loyalty to, pride in, enthusiasm for a unit shown by its members. Discipline-the element in an organization that leads to prompt execution of orders and the initiation of proper actions when orders are not given. Proficiency- The ability to of a unit to perform its mission and it is based on professional and technical standards of excellence. |
|
|
Leadership styles: |
Authoritarian, country club, impoverished, team leader. |
|
|
Leadership style: -Very task oriented -Little or no allowance for cooperation or collaboration -Very strong on schedules -Expects people to do what they are told without question or debate. -Best used in an emergency situation or when needed to accomplish a very critical and time sensitive task. |
Authoritarian Leader |
|
|
Leadership style: -low task, high relationship -Relies upon reward power to maintain discipline and to encourage goal accomplishment -Fears employing coercive and legitimate powers because they fear using such powers could jeopardize relationships with team members. -Best used in work centers that are highly efficient and disciplined that isn't rewarded properly or motivated by rewards. |
Country Club Leader |
|
|
Leadership style: -Low task, low relationship -Relies upon a "delegate and disappear" management -Is not committed to task or accomplishment or maintenance. -Best used in a self-sufficient work center where the people are very independent and don't require a lot of supervision. |
Impoverished Leader |
|
|
Leadership styles: -High task, high relationship -Leads by positive example -Forms and leads the most productive teams. |
Team Leader |
|
|
There are two types of of leadership power: |
Position and personal power. |
|
|
Provides you with the authority to make decisions and requests based on your position with in the organization. What are the four types? |
Position power. Coercive, connection, reward, and legitimate. |
|
|
Position power: Leaders ability to provide sanctions, punishment, or consequences for not performing (discipline) |
Coercive |
|
|
Position power: The perception of your association with the people of influence inside or outside of your organization. |
Connection power |
|
|
Position power: Providing things that people like: Pats on the back or days off, formal recognition within the organization. |
Reward power |
|
|
Position power: power that comes from your title, role, or position within the organization itself. |
Legitimate power |
|
|
the extent to which followers respect, feel good about, are committed to their leader; and see their own goals being satisfied by the goals of their leader. What are the three forms of personal power? |
Personal Power Referent, information, expert |
|
|
Personal power: Based largely on a leaders personal traits. Leader is seen as a likable, charismatic person. |
Referent power |
|
|
Personal power: Based on a leaders access to data and information is important to others. |
Information power |
|
|
Personal power: gained by having the ability to influence through their education, experience, and job knowledge. |
Expert Power |
|
|
Contemporary motivation: Three levels of commitment: |
Membership level- bare minimum. No overtime. Performance level-Performs well as long as he/she receives praise and recognition. Involvement level-An airman who takes the initiative within the work center. Can accomplish assigned tasks with little supervision. |
|
|
Contemporary motivation: Three types of rewards that are used to motivate employees: |
System level Supervisory Personal |
|
|
Contemporary motivation: |
System Level Rewards |
|
|
Contemporary motivation:
Given to those who go beyond the standard. (praise, public recognition, time-off, bonus pay, promotions, etc.) |
Supervisory |
|
|
Contemporary motivation:
Rewards that come from within you. When you fully enjoy your work, you strive to exceed every standard and reward yourself for a job well done. |
Personal Rewards |
