Leadership Test 1

Front 1

leadership

Back 1

to have influence on/over a group of individuals`

Front 2

leadership for all people

Back 2

is a skill that can be learned, also is a natural given gift

Front 3

leader

Back 3

any person who influences individuals or groups within an organization, helps them with the establishment of goals, and guides them towards achievement of these goals.

Front 4

3 elements of a leader

Back 4

1. group process (there are no leaders without followers)
2. goal orientation
3. being in a relationship

Front 5

an effective leader maintains:

Back 5

internal health and stability, external flexablitiy, and the ability to adapt to changing demands

Front 6

leadership style

Back 6

the manner and approach of providing direction, implementing plans, and motivation people.

Front 7

positive leaders

Back 7

use rewards, considered real leaders

Front 8

negative leaders

Back 8

emphasize penalties, act domineering and superior with people; frighten people into doing a better job; if used wrongly can lead to falling morale and lower productivity

Front 9

autocratic (authoritarian) style

Back 9

tells followers what they want and how to do it without advice from others.
used when short on time, followers are well motivated, and the leader holds all the information especially in a crisis situation.
should only be used in a rare occasion or in the beginning of a new project.

Front 10

democratic (perticipative) style

Back 10

includes one or more of the followers in the decision making process while the leader holds the final decision making authority.
used when leader holds some information and the followers have other information

Front 11

delegative (laissez-faire (free reign)) style

Back 11

leader allows the group members to make the decisions. leader is still responsible for the decisions that are made.

Front 12

tips for becoming a better leader

Back 12

1. be aware of yourself
2. manage your emotions
3. seek feedback
4. take the initiative
5. seek help
6. set goals and make plans
7. practice, practice, practice
8. measure progress
9. reward yourself
10. be honest with yourself and humble with others

Front 13

hubris

Back 13

excessive pride, is the killer disease in leadership

Front 14

manager

Back 14

tries to get maximum benefits of the available resources

Front 15

extravert

Back 15

reenergize themselves by being with others, think out loud, talk in the "relational space", get physically revved up from conversation

Front 16

delegative (laissez-faire (free reign)) style

Back 16

leader allows the group members to make the decisions. leader is still responsible for the decisions that are made.

Front 17

tips for becoming a better leader

Back 17

1. be aware of yourself
2. manage your emotions
3. seek feedback
4. take the initiative
5. seek help
6. set goals and make plans
7. practice, practice, practice
8. measure progress
9. reward yourself
10. be honest with yourself and humble with others

Front 18

hubris

Back 18

excessive pride, is the killer disease in leadership

Front 19

manager

Back 19

tries to get maximum benefits of the available resources

Front 20

extravert

Back 20

reenergize themselves by being with others, think out loud, talk in the "relational space", get physically revved up from conversation

Front 21

introvert

Back 21

reenergize themselves by being alone, think about what they want to say, get tired from a lot of conversation, think through a problem so they say what they want

Front 22

sensing

Back 22

trust senses, focus on details, present focused, like closure

Front 23

intuitive

Back 23

trust 6th sense, see the big picture, future focused, like to leave things open-ended

Front 24

thinkers

Back 24

make decisions based on logic, speak about content, become cognitive during conflict

Front 25

feelers

Back 25

make decisions based on how if effects themselves and others, speak about emotions, become emotional on conflict

Front 26

judgers

Back 26

make lists of things to do, schedule things in advance, want organization, want to know what is expected of them

Front 27

perceivers

Back 27

postpone decisions to see other options, act spontaneously, decide what to do as they do it, do things last minute

Front 28

cultural competence

Back 28

an ability to interact effectively with people of different cultures.

Front 29

4 components of cultural competency

Back 29

1. awareness of ones own cultural worldview
2. attitude towards cultural differences
3. knowledge different cultural practices and worldviews
4. cross-cultural skills

Front 30

stereotype

Back 30

a subjective point of view learned from our experiences

Front 31

stereotype definition

Back 31

generalizations or assumptions that people make about the characteristics of all members of a group based on an image about what people in that group are like

Front 32

prejudice

Back 32

a preconceived judgement toward people because of race, social class, gender, ethnicity, age, disability, political beliefs, religion, sexual orientation or other personal characteristics

Front 33

there is positive and negative prejudice. true or false?

Back 33

true

Front 34

discrimiation

Back 34

when prejudice is put into behavior ; an action

Front 35

racism

Back 35

belief that a certain race is superior or inferior

Front 36

4 steps to becoming a cultural competent leader

Back 36

1. developing an atmosphere
2. actively seeking information
3. including people who are different from you
4. creating a team spirit (create belonging)

Front 37

microaggression

Back 37

small discriminatory comments or actions that are easily overlooked, but hurt others

Front 38

vision

Back 38

a prediction for the future, a longing for a desired outcome

Front 39

strategic framework consists of what?

Back 39

a vision for the future, a mission that defines what you are doing, and values that shape the actions

Front 40

mission

Back 40

or purpose, a precise description of what an organization does

Front 41

values

Back 41

traits or qualities that are considered worthwhie; they represent an individual's highest priorities and deeply held driving forces

Front 42

value statements

Back 42

actions which are the living enactment of the fundamental values held by most individuals within the organization

Front 43

keeping vision statement alive

Back 43

share it with others, keep it prominent, make it available to see on a daily basis

Front 44

vision board

Back 44

a collage of pictures of the goals and dreams you want to invite into your life; invites the univerals law of attraction to begin manifesting your dreams into reality

Front 45

team building

Back 45

a cooperative effort by members of a group to achieve a common goal.

Front 46

team

Back 46

a collection of individuals who all contribute to the working of the whole

Front 47

stages of team development

Back 47

forming, storming, norming, performing, and adjourning

Front 48

forming

Back 48

the group comes together and gets to initially know one another and form as a group

Front 49

storming

Back 49

a chaotic striving for leadership and trialing of group process

Front 50

norming

Back 50

eventually agreement is reached on how the group operates

Front 51

performing

Back 51

the group practices its craft and becomes effective in meeting its objectives

Front 52

adjourning

Back 52

the process of unforming the group and letting go og the group structure and moving on

Front 53

10 ways to distinguish a team

Back 53

understanding, ownership, creativity and contribution, trust, common understanding, personal develpment, conflict resolution, participative decision making, clear leadership, commitment

Front 54

delegation

Back 54

giving a little of what we would like to hold onto while keeping what we might prefer to give up

Front 55

stress

Back 55

occurs when the demands one perceives outweighs one's perception of their coping resources

Front 56

secondary stress response

Back 56

kicks in when stress level is not reduced, cortisol is pumped into the body, corrupts the immune system, more deadly than smoking 2 packs of cigarettes a day

Front 57

causes of stress

Back 57

academic stressors, interpersonal stressors (friends, dating, family), financial concerns, work concerns, juggling all these stressors.

Front 58

prolonged stress problems

Back 58

stress related diseases, depression, anxiety disorders, interpersonal problems, memory problems

Front 59

maladaptive coping

Back 59

increase stress, temporary relief

Front 60

adaptive coping

Back 60

helpful in managing current stress and preventing future stress

Front 61

ways to manage stress

Back 61

relaxation, healthy thinking, communication skills, time management, and self care

Front 62

relaxation

Back 62

abdominal breathing,

Front 63

healthy thinking

Back 63

self acceptance, patience, humility, understanding, compassion, gratitude, and humor

Front 64

communication skills

Back 64

conflict resolution skills

Front 65

self care

Back 65

do something you enjoy