Leadership

Front 1

definition of leadership

Back 1

a relational and ethical process of people together attempting to accomplish positive change

Front 2

what is a leader?

Back 2

a person who actively engages with others to accomplish change

Front 3

purposes of leadership

Back 3

attempt to accomplish or change something. Leadership is purposeful and intentional, and leaders should be socially responsible

Front 4

3 components to learning

Back 4

focus

capability

will

Front 5

a good relationship with your boss consists of

Back 5

mutual expectations

a flow of information

dependability and honesty

selectively uses your boss's time and resources

Front 6

myths about leadership

Back 6

leaders are born, not made

you have to hold a formal position of authority to be a leader

you have to be charismatic

there is only 1 standard way of leading

it is impossible to be a manager and a leader

you only need common sense to be a leader

Front 7

industrial paradigm

Back 7

20th century

structural-functionalist. Leader-centric, self-interested and individualistic outlook

Front 8

post industrial paradigm

Back 8

more attention to relationships than organizational structure, emphasis on interdependence, good process, good outcomes, non linear approach

Front 9

great man approach

Back 9

mid 1800s to early 1900s

leadership darwinistic. leaders have natural abilities of power

Cons: not proven

Front 10

trait approach

Back 10

1904-1917

leaders have traits that differentiate them from followers

cons: doesn't consider the situation

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behavioral approach- 1950s- 1980s

Back 11

there is one best way to lead

cons: situational variables are ignored

Front 12

situational contingency

Back 12

1950s-1960s.

leaders act differently depending on the situation

cons: ambigious, and lack accurate measures

Front 13

reciprocal leadership theories

Back 13

1980s- present

focus on reciprocal nature of leader follower interactions

emphasize collective goals rather than the leader's goals

Front 14

servant leadership

Back 14

the leader's role is to serve the follower

Front 15

transforming leadership

Back 15

leaders motivate by appealing to higher ideals and moral values rather than a transactional exchange of rewards or punishments

cons: vague

Front 16

adaptive leadership

Back 16

leadership occurs when interacting individuals generate adaptive outcomes that are needed to accomplish their goal

Front 17

shared leadership

Back 17

leadership is owned by the whole system as opposed to the formal leader. requires mutual learning, heightened understanding by learning from each other's perspectives

Front 18

authentic leadership (theory 1)

Back 18

transparency, openness, trust. working toward worthy objectives, emphasis on personal development of followers

Front 19

the relational leadership model

Back 19

purpose, inclusive, empowering, ethical, process

Front 20

knowing being doing

Back 20

part of the relational leadership model

Front 21

purposeful

Back 21

important that all group members can articulate the purpose and use it as a driving force for collective action

Front 22

2 types of vision

Back 22

socialized vision is better than personalized vision because it gives other people ownership and they are more likely to buy into what they helped create

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relational leadership is inclusive

Back 23

understanding, valuing, and actively engaging in diversity in views, approaches, styles, and aspects of individuality

approaching things from different frames

Front 24

relational leadership is empowering

Back 24

self empowerment- a sense of self that claims ownership, a place in the process

environmental conditions that promote the full involvement of participants by reducing the barriers that block the development of individual talent and involvement

Front 25

sources of power

Back 25

reward, coercive, legitimate, reference, expert, informational

Front 26

relational leadership is about process

Back 26

attending to the process means being thoughtful and conscious about how the group is going about its business

Front 27

purpose

Back 27

commitment to a goal, activity, collaborating, and finding common ground with others

Front 28

purpose is at the core of leadership

Back 28

commitment, clear understanding, driving force, motivating

Front 29

vision describes a future state

Back 29

aspirational, inspirational

provides direction for members

Front 30

vision

Back 30

effective visions operate as a cognitive construction (mental model) a conceptual representation used to both understand system operations as well as guide actions within the system

Front 31

important aspects of vision

Back 31

brevity, clarity, stability, challenge, abstractness, ability to inspire, future orientation

Front 32

vision formation process

Back 32

describe, reflect, abstract

Front 33

4 steps

Back 33

vision, strategy, goals, action

Front 34

SMART Goals

Back 34

specific, measurable, aligned, reachable, time-bound

Front 35

formal authority does not guarantee influence

Back 35

formal authority doesn't guarantee influence

Front 36

managers are interdependent

Back 36

with people internal to the organization and external to the organization

Front 37

influence and power

Back 37

to influence others you must have power

Front 38

what is power

Back 38

what you use to get people to do things you want them to do. It gives you the ability to influence others

Front 39

power is a function of dependence

Back 39

the more people need you, the more power you have

Front 40

empowering others...

Back 40

promotes trust, builds stronger relationships, develops commitment. Sharing power increases power

Front 41

to increase your power

Back 41

analyze your situation: what are your dependencies

diagnose your source of power

decrease your dependence

increase your positional and personal power

leverage the law of reciprocity

Front 42

challenges of managerial life

Back 42

interdependnecy, diversity, power gap

Front 43

networks

Back 43

mutually beneficial sets of relationships that link you to those with whom you are interdependent

Front 44

sources of positional power

Back 44

formal authority, relevance, centrality, autonomy, visibility

Front 45

sources of personal power

Back 45

expertise, track record, attractiveness, effort

Front 46

elizabeth parker takeaways

Back 46

power is the ability to get things done and getting things done gets you power. If dependent on those who are resisting you, reduce your dependence on some, and control others. Choose high risk/high reward projects whose sucessful completion will get you power. build and leverage operational and strategic networks

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elizabeth parker case B takeaways

Back 47

leverage coalitions, increase accountability, reward people who do what you want. Institute training sessions and make expectations clear

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3 types of networking

Back 48

operational, personal, strategic

Front 49

emotional intelligence

Back 49

the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and our relationships

Front 50

4 qualities of effective leaders

Back 50

self-awareness, self-management, social awareness, relationship management

Front 51

mental models

Back 51

cognitive frameworks for approaching situations

Front 52

ladder of inference

Back 52

select data from the available data. interpret it, draw conclusions. Take actions based on those conclusions. This gives you a new set of available data. repeat

Front 53

single loop versus double loop learning

Back 53

recognize your beliefs inform your actions. change your beliefs about your actions, and you'll stop creating self-fulfilling prophecies

Front 54

stereotypes of inauthentic leaders

Back 54

imposters, rationalizers, glory seekers, loners, shooting stars

Front 55

theory 1 of authentic leadership

Back 55

authentic leaders do not fake their leadership

they do not take on leadership for status or personal rewards

they are originals, not copies

their actions are based on their values and convictions

Front 56

Theory 2

Back 56

manage your authenticity. Be authentic, and make sure everybody knows it. Have self-awareness and selectively share different sides of yourself as appropriate

Front 57

theory 3

Back 57

fake it until you make it. experiment with different selves. Don't stick to your outdated story. Don't do too much self-disclosure

Front 58

intercultural competence

Back 58

intentional and developmentally sequenced program design, facilitated learning before, during, and after intercultural experiences, cultivating curiousity and cognitive flexibility

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developmental model of intercultural sensitivity

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stage 1: denial of difference

stage 2: defense against difference

stage 3: minimization of difference

stage 4: acceptance of difference

stage 5: adaptation to difference

stage 6: intergration of difference

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relational empathy

Back 60

creating a new 3rd culture that synthesizes the positions from the other 2 individual perspectives

Front 61

riddle scale: attitudes toward differences

Back 61

repulsion, pity, tolerance, acceptance, support, admiration, appreciation, nurturance