Nl110 Preparing To Lead - Final Review

Front 1

List and describe the 3 attitudes or "departure points" that are foundational for successful leadership development

Back 1

desire & confidence - leadership developments is a process of self-development
selflessness - we do what we do for the benefit of others

Front 2

list the 6 foundational building blocks that are associated with leadership development

Back 2

self-knowledge
observation
intellectual base
mentoring
adversity
experience

Front 3

self-knowledge

Back 3

personal reflection, feedback, Keirsey Temperament Sorter

Front 4

observation

Back 4

watching other leaders in action

Front 5

intellectual base

Back 5

understanding of the principles and concepts associated with leadership, management, psychology, philosophy, theology, and sociology

Front 6

mentoring

Back 6

have a mentor

Front 7

adversity

Back 7

tends to strengthen us, deepen our resolve, and forge our character and can also fashion a more compassionate attitude and outlook within us

Front 8

experience

Back 8

has no equal

Front 9

explain the concept of leadership development being "a debt we owe to those we will lead"

Back 9

there are hundreds, maybe thousands of individuals, who will eventually call you their boss. some of these individuals haven't even graduated from high school yet, but they will all be in your charge some day. each one of them hopes and prays that you will take your leadership development responsibilities seriously and use all six blocks to become the very best leader you can be.

Front 10

reflection

Back 10

careful and deep consideration about our own experiences, observation, values, priorities, and goals. during this we assess, analyze, synthesize, evaluate, discern, and make new discoveries about ourselves and others

Front 11

reflective action

Back 11

concept that balances reflection and action

Front 12

differences on in people on each end of the reflection action table

Back 12

left side: mindful/reflective, stagnant/inactive
right side: active/energetic, mindless/unreflective

Front 13

four ways to reflect

Back 13

systematically, naturally,recurrently, alone/with others

Front 14

importance of journal writing

Back 14

it's THE way to reflect

Front 15

type 1

Back 15

divergers: integrate experience with their own personal values and feelings

Front 16

type 2

Back 16

assimilators: integrate observations with existing knowledge

Front 17

type 3

Back 17

convergers: integrate theory and practice, and use both abstract knowledge and common sense

Front 18

type 4

Back 18

accommodators: tend to be highly active and creative, integrate experience into application and often new experience into immediate applications

Front 19

critical thinking

Back 19

ability to logically assess the quality of one's thinking and the thinking of others to consistently arrive at greater understanding and achieve wise judgements

Front 20

attributes involved with critical thinking

Back 20

thinking about thinking, questioning, thinking in different ways, high standards of objectivity, metacognition

Front 21

list the eight elements of reasoning as it pertains to critical thinking/thinkers

Back 21

purpose
question
information
concepts
interpretation & inference
assumptions
points of view
implications & consequences

Front 22

values

Back 22

according to Williams (1979) "Values are core conceptions of the desirable within every individual and society. They serve as standards or criteria to guide not only action but also judgment, choice, attitude, evaluation, argument, exhortation, and rationalization."

Front 23

list sources of values

Back 23

parents, families, peers, schools, religion, government, the media

Front 24

list the stages of values development

Back 24

acceptance (prizing)
preference (choosing)
commitment (acting)

Front 25

acceptance (prizing)

Back 25

ascribing worth or value to something; prizing or cherishing it; willing to identify with it or publicly affirm it (eg. going to church only because it is important to parents)

Front 26

preference (choosing)

Back 26

seeking out and pursuing a value on one's own; freely choosing from alternatives after considering consequences (eg. valuing church attendance because the person enjoys it and wants to go)

Front 27

commitment (acting)

Back 27

willing to act and take a stand on one's values; acting with consistency and repetition (eg. may attend church consistently because she or he values religion and finds church services spiritually fulfilling)

Front 28

explain why it is important to align personal and professional goals with the hierarchy of your values. explain why failure to do so can result in empty victories/achievements and create conflict or stress

Back 28

misalignment: successes may come at the expense of things they suddenly realize were far more valuable to them. people struggle to achieve higher everything, only to find that their drive to achieve the goal blinded them to the things that really mattered most and now are gone

Front 29

describe the difference between external and internal conflicts and provide an example of each

Back 29

internal conflicts: value dilemmas that present something that is right on both sides and we can't do both right things at the same time (eg. deciding whose life to save)
internal conflicts (interpersonal conflicts): most difficult to resolve, values are tied to beliefs, which are highly subjective, result is likely a standoff (eg. I like chocolate and you like vanilla. There's no way to definitively say that one is better than the other)

Front 30

temperament theory

Back 30

temperament is a pattern of needs, values, talents, and behaviors that influence how we interact, communicate, think, react, teach, learn, create, contribute, and how we lead.
temperament theory says that temperament is inborn, remains constant throughout our lifetime, and influences our growth and development

Front 31

describe the four temperaments

Back 31

catalyst: need meaning & significance and a unique identity, talented champion, diplomat, integrative thinker
theorist: need mastery & self-control and knowledge & competence, talented engineer or inventor, designer, differential thinker, strategist, theorist
stabilizer: needs membership or belonging and responsibility or duty, talented rule maker or enforcer, logistician, monitor, provider, caretaker or supporter, stabilizer
improviser: needs freedom to act--now and ability to make an impact, talented at crisis management, performance, adapting, improvising, tactics

Front 32

list and describe the five strategies to managing a talent weakness

Back 32

get a little better at it, design a support system, use strongest themes to overwhelm your weakness, find a partner, just stop doing it

Front 33

list and describe the four basic clues to detecting your personal talents

Back 33

spontaneous, top-of-mind reactions (what you do in emergency situations), yearnings (what you do in your quiet spot), rapid learning, satisfactions (if it feels good [and it's positive toward society], do it)

Front 34

interpret your learning style and be able to describe it

Back 34

are you a listener or a writer? do you like pictures or sounds? are you a taste learner?

Front 35

list how you can capitalize on your strengths

Back 35

concentrate on your strengths, work on improving your strengths, and discover where your intellectual arrogance is causing disabling ignorance and overcome it

Front 36

describe the roles of responsibilities vs. relationships within an organization

Back 36

first, accept the fact that other people are as much individuals as you yourself are, they perversely insist on behaving like human beings. to be effective, you have to know the strengths, the performance modes, and the values of your co-workers
second, take responsibility for communication
organizations are no longer built on force but on trust, the existence of trust between people does not necessarily mean that they like each other

Front 37

three aspects that a Life Mission Statement addresses

Back 37

do what, to whom, in what way

Front 38

write a one sentence Life Purpose Statement

Back 38

eg. My mission as a patriot and citizen of the United States is to serve my country by protecting it from all enemies foreign and domestic

Front 39

explain the relationship between vision, goals, and action steps

Back 39

vision statement is the big picture
goal statements are the specific ways you plan to direct your time and energy to create your vision
action steps break up goals into a manageable bite size

Front 40

reasons why vision statements are important

Back 40

your vision statement gives direction to your life
your vision statement allows you to live life with a purpose
your vision statement creates a positive vision of your future
your vision statement allows you to live your life to its fullest potential

Front 41

why is it important to write down your vision statement

Back 41

tangible

Front 42

explain how the STEAM guidelines apply to goal setting

Back 42

S = Specific
T = Time Determined
E = Ensure Success
A = Action Oriented
M = Measurable

Front 43

explain how time management is related to goal accomplishment

Back 43

to focus time in line with your goals you will need to:
i.consciously become aware (and write down!) of what you are trying to achieve across the key roles and different parts of your life
ii.write down three or four monthly plans of the progress you would like to achieve toward these goals

Front 44

state two major approaches to time management

Back 44

time management grid, goal planning

Front 45

explain how your personality relates to how you manage your time

Back 45

how much time you spend on each aspect of your life is dictated by what you think is important, your personality

Front 46

two minute rule

Back 46

if you can do it in two minutes, do it now

Front 47

Covey's four quadrants

Back 47

quadrant 1: urgent and important "firefighting"
quadrant 2: important but not urgent "quality time"
quadrant 3: urgent but not important "distraction"
quadrant 4: neither urgent nor important "time wasting"

Front 48

explain the relationship between life balance and your mission

Back 48

spend your time on your mission

Front 49

explain how the circadian rhythm affects the sleep cycle

Back 49

the circadian rhythm is our biological clock, which determines the level of alertness at different points in the day. the circadian rhythm also determines your daily sleep requirement, which can be discovered by sleeping

Front 50

explain how sleep debt affects brain function

Back 50

sleep debt deteriorates performance

Front 51

list the steps you can take to minimize the impact that lost sleep can have on your troops and yourself

Back 51

begin well rested, consume caffeine, nap, take drugs

Front 52

explain how the impact of schedule changes affects sleep and the circadian rhythm

Back 52

major Circadian rhythm shifts require 3-5 days to occur

Front 53

Four skills that leaders posess that have helped people through adversity

Back 53

1. The ability to engage others in shared meanging. 2. A distinctive and compelling voice. 3. A sense of integrity. 4. Adaptive capacity, or applied creativity. All of these can be found on page 158 of the book.

Front 54

Define a group

Back 54

Two or more people who interact with eachother, share common beliefs, and view themselves as being memebrs of a group. P. 161

Front 55

Four reasons for forming groups.

Back 55

1. Secutiry and protection. 2. Affiliation. 3. Esteem and Identity. 4. Task accomplishment. P. 163

Front 56

List and describe the four stages of group development.

Back 56

1. Forming - Testing and dependency. 2. Storming - intragroup conflict, division of power. 3. Norming - Rule making. 4. Performing - accomplishing goals. P.166

Front 57

Factors that effect group performance

Back 57

The mere presence of others, group size, composition, roles, status, norms. You should read all of these, they are sizeable paragraphs for each factor. P.166-172

Front 58

Factors that induce and sustain group cohesiveness

Back 58

1. Similarity of attitudes and goals. 2. Threats. 3. Unit size. 4. Reward systems. 5. work unit assignments. 6. Isolation. P.173-174

Front 59

Effects of cohesiveness

Back 59

1. Satisfaction 2. Communication. 3. Hostility. 4. Productivity 5. resistance to change. P.174

Front 60

Define and Identify the components of civility

Back 60

They are Etiquette, Protocol, and Decorum. You should know them from Pro-knowledge. They are not in the book.

Front 61

Explain Social Influence

Back 61

In order of overt social pressure exerted the three categories of Social Influence are: 1. Conformity 2. Compliance 3. Obedience

Front 62

What can you do to improve civility in Bancroft hall?

Back 62

No seriously, this is listed as one of the items they may ask you, possible essay question. Give it some thought.

Front 63

Compare and Contrast the Asch conformity experiment with Milgram's Obedience experiment.

Back 63

Asch was the line-judging test, Milgram's was the shocking experiment. Know them fairly well. Asch - p. 180 Milgram - p.184

Front 64

Six principles of influence

Back 64

1. reciprocation 2. Commitment/consistency 3. authority 4. social validation 5. Scarcity 6. liking/friendship

Front 65

Two principles that help us choose correctly which are also related to conformity

Back 65

Authority and social validation

Front 66

What role does uncertainty play in social conformity?

Back 66

"When people don't trust their own judgements, they look to others for evidence of how to choose correctly (Wooten & Reed, 1998)" p190

Front 67

What are the factors that affect the impact of social validation

Back 67

These are split into two categories: Personal factors, which include Desire for approval, collective sense of self, and resistance. Situational Factors include: Others' appeal and public observability. P195

Front 68

Define Conflict

Back 68

Conflict is charchterized by three elements: interdependence, interaction, and incompatible goals.

Front 69

Misconceptions about conflict

Back 69

1. Harmony is normal and conflict in abnormal (false, conflict is inevitable, harmony only occurs when conflict is acknowledged and resolved). 2. conflicts and disagreements are the same (False, disagreements are short term, whereas conflict stems from incompatible goals and must be worked out). 3. Conflict is the result of personality problems (true conflict stems from behavior not personality). 4. Conflict and anger are the same thing (conflict can generate any number of emotions, of which anger is only one) p.206

Front 70

Four levels of conflict

Back 70

1. Facts or Data Conflict 2. Process or Methods 3. Goals or Purpose 4. Values

Front 71

Four stages of the conflict development cycle

Back 71

Frustration -> Conceptualization -> Behavior -> Outcome -> Frustration

Front 72

Know the strategies that are helpful and most effective in conflict resolution, be able to explain a few of them

Back 72

A short essay question perhaps? Starting on page 209.

Front 73

Five styles of followership

Back 73

Alienated followers, sheep, survivors, yes people, and effective followers. See chart on p. 218

Front 74

two dimensions of followership on the chart

Back 74

Dependent/Uncritical thinking - Independent/Critical thinking and Passive - Active