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22 Cards in this Set
- Front
- Back
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IN SUM, LEADERSHIP IS THE?
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EXERTION OF POSITIVE SOCIAL INFLUENCE.
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BEGINNING WITH THE OSU STUDIES OF LEADERSHIP IN THE LATER 1940'S, RESEARCH HAS CONSISTENTLY IDENTIFIED TWO GENERAL QUALITIES ASSOCIATED WITH EFFECTIVE LEADERS. WHAT ARE THEY?
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1. CONSIDERATION
2. STRUCTURE |
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WHO WAS QUOTED AS SAYING WHEN ASKED IF LEADERS ARE BORN "SOME ARE-BUT IN FAR TOO FEW NUMBERS TO MAKE MUCH DIFFERENCE IN THE WORLD.
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PETER DRUCKER
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WHO HAS THE MOST USEFUL PERCEPTION OF YOUR LEADERSHIP BEHAVIOR?
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THE CONSUMERS
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WHO HAS A MORE VALID AND REALISTIC DESCRIPTIONS OF YOU LEADERSHIP BEHAVIOR?
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YOUR EMPLOYEES
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WHAT IS A BETTER PREDICTOR OF EFFECTIVE LEADERSHIP?
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BEHAVIOR, NOT PERSONAL TRAITS
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THIS IS DEFINED AS POSITIVE SOCIAL INFLUENCE?
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LEADERSHIP
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THIS IS YOUR ABLILITY TO INFLUENCE ANOTHER PERSON DEPENDS PRIMARILY ON HOW THAT PERSON FEELS ABOUT HIMSELF OR HERSELF IN YOUR PRESENCE?
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THE ESSENCE OF INFLUENCE
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SUPERVISORS HAVE HOW MANY SOURCES OF INFLUENCE? WHAT ARE THEY?
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3SOURCES
1.THEIR ROLE 2.THEIR REPUTATION 3.THEIR BEHAVIOR |
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THERE IS NO DOUBT THAT ONE OF THE PRIMARY SOURCES OF INFLUENCE AVAILABLE TO SUPERVISORS IS THAT OF?
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THE ROLE
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THIS IS THE SECOND MAJOR SOURCE OF A SUPERVISOR'S INFLUENCE.
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THEIR REPUTATION
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THIS PRIMARY SOURCE OF INFLUENCE CAN HAVE A POWERFUL EFFECT ON YOUR VIEW OF THAT PERSON.
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THEIR BEHAVIOR
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THERE ARE THREE CONDITIONS FOR INFLUENCE. WHAT ARE THEY?
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1. TRUSTWORTHY
2. EXPERT 3. ATTRACTIVE |
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RESEARCH GOING BACK TO WWII INDICATES THAT THE PERCEPTION OF THIS IS PERHAPS THE MOST ESSENTIAL CONDITION FOR INFLUENCE?
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EXPERTISE
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THIS IS THE THIRD MAJOR CONDITION FOR INFLENCE, DOES NOT REFER TO PHYSICAL APPEARANCE BUT TO WHETHER PEOPLE PERCEIVE THE INFLUENCER AS HAVING VALUES AND BELIEFS THAT ARE SIMILAR TO THEIRS.
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ATTRACTIVENESS
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THIS CAN BE THOUGHT OF AS HAVING FOUR DIMENSIONS: PHYSICAL, INTELLECTUAL, EMOTIONAL, AND SPIRITUAL?
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LEADERSHIP FITNESS
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IN ITS HADBOOK OF LEADERSHIP DEVELOPMENT RECOMENDS THAT EMERGING LEADERS FOCUS ON THE THREE ASPECTS OF LEADERSHIP. WHAT ARE THEY?
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1.SELF-MANAGEMENT CAPABILITIES
2. SOCIAL CAPABILITIES 3. WORK-FACILITATION CAPABILITIES. |
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LEADERS WITH STRONG WORK-FACILITATION CAPABILITIES ARE WHAT?
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CREATIVE THINKERS
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WHO MADE THIS OBSERVATION "THOSE IN POSITION OF AUTHORITY ARE NOT THE SOURCE OF AUTHORITY".
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PETER SENGE
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IN LOCAL GOVERNMENT, GENUINE AUTHORITY FLOWS FROM THE PRINCIPLE OF?
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PUBLIC SERVICE
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WHEN PEOPLE MOVE INTO HIGHER-LEVEL ROLES, IT IS POSSIBLE TO DEVELPO THIS SKILL?
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THE BIG PICTURE
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WHO MADE THIS OBSERVATION "PEOPLE WANT TO BE A PART OF SOMETHING THAT MAKES A DIFFERENCE, THAT TRANSCENDS THE ORDINARY: THEY WANT A STAR TO STEER BY."
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FRANCES HESSELBEIN
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