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49 Cards in this Set

  • Front
  • Back

Group

an assembly of persons (or objects) located or gathered together

Team

a group organized to work together

Mission

A duty assigned to an individual or unit; a task.

Team Roles

Creator, Advancer, Refiner, & Executor (CARE)

Creator

Generate new ideas and fresh concepts

Advancer

communicate new ideas and carry them forward

Refiner

Challenge all concepts; use methodical process to analyze things in an orderly manner to detect possible flaws and identify potential problems under discussion

Executor

Deliver concrete results and seek successful implementation

Flexer

combination of the team roles; equal preference for most or all of the roles

P.E.P. (Panic-Elation-Panic) Cycle

occurs when you are in a situation that requires you to come up with new ideas

"Z" Process

Ideas often bounce back and forth among Creators, Advancers, and Refiners

Team Dynamics

Ongoing process involving interaction of individuals within a team to move toward or away from achieving the desired objectives

Ongoing Process

continuous activity

Interaction of Individuals

members satisfy these needs as they gain an identity and personal satisfaction as a team member

Achievement of the desired objective

working together to complete a task; separates a team from a group

Five Cs of a Team

Community, Cooperation, Coaching, Communication, & Coordination

Stages of Team Development

Forming, Storming, Norming, Performing, and Adjourning

Forming Stage

members will cautiously explore the boundaries or acceptable group behavior

Storming Stage

members acknowledge what the intent of the team is and what the eventual goal is

Norming Stage

members reconcile disputes, "agree to disagree," and abandon negative and unproductive energy, redirecting all efforts to achieve the team's objective

Performing Stage

members work together to diagnose problems by collectively brainstorming and collaboratively selecting solutions

Adjourning Stage

result when a team achieves it's goal

Followership

one in the service of another; one that follows the opinions or teachings of another; one that imitated another

Feedback

to offer or suggest information or ideas as a reaction from an inquiry

Diagnosing

a step a leader takes to determine what is going on in an organization

Adapting

adjusting your behaviors and other resources to what you have diagnosed/observed in a way that helps close the gap between the current situation and what you want to achieve

Key Skills for Effective Leadership

Adapting, Diagnosing, & Communicating

Communicating

fulfill responsibilities in discipline, counseling, and communicating up and down the chain

Types of Power

Position & Personal

Types of Position Power

Coercive, Connection, Reward, & Legitimate

Position Power

the authority to make decisions and requests based on your position within the organization

Coercive Power

perceived ability to provide sanctions, punishment, or consequences for not performing

Connection Power

perception of your association with people of influence or outside of the organization

Reward Power

ability to provide things that people like

Legitimate Power

comes from your title, role, or position within the organization itself.

Personal 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

Types of Personal Power

Referent, Information, & Expert

Referent Power

based largely on personal traits; likable, or charismatic, or who inspire trust and confidence

Information Power

based on access to data and information that is important to others

Expert Power

based on the ability to influence through education, experience, and job knowledge

Contemporary Motivation

people can be in one of three levels of commitment to the organization

System Level Rewards

received when performed at standard, for being part of the organization

Supervisory Rewards

given to those who go beyond the standard, they include praise, public recognition, time-off, bonus pay, promotions, special assignments, greater roles and responsibilities, etc.

Personal Rewards

come from within you. You strive to exceed every single standard and reward yourself for a job well done.

Evade

"not now, maybe later"; passive, unassertive, strategy is often used to maintain the current situation and is best used when the current situation favors and proposed solution

Comply

"Sure, Let's do it your way"; passive strategy used when preservation or the relationship between you and the other party is more important than the task

Insist

"Take it or leave it"; "winner-takes-all" task oriented style when obtaining your objective is paramount, regardless of the cost to the opposite's interests or to the relationship

Settle

"Let'e jut split the difference and call it a day"; compromising style when there is little chance of getting everything you want but a solution is necessary

Cooperate

"Let's work together and come up with an even better idea"; depends heavily on each party's collaborative efforts and desire to achieve a mutually satisfactory outcome while simultaneously managing a trust relationship