Leadership, Follower-ship, and Teamwork Quiz #1

Stanley McChrystal.

"Listen, learn ... then lead".

Pink's 3 motivation concepts

1. Autonomy, 2. Purpose, 3. Mastery.

Rath's 5 characteristics of strong teams.

1. Conflict doesn't destroy strong teams because strong teams focus on results. 2. Strong teams prioritize what's best for the organization and then move forward. 3. Members of strong teams are as committed to their personal lives. 4. Strong teams embrace diversity. 5. Strong teams are magnets for talent.

Kelley's 5 follower types

1. Effective, 2. Conformist, 3. Passive, 4. Alienated, 5. Pragmatist.

four strengths domains.

1. Executing 2. Influencing 3. Relationship Building 4. Strategic Thinking

Rath's 5 characteristics of strong teams

1. Focus on results, 2. Prioritize, 3. Committed to personal lives, 4. Embrace diversity, 5. Magnets for talent.

My five strengths.

1. Input 2. Context 3. Deliberative 4. Responsibility 5. Intellection

Kellerman's 5 follower types

1. Isolates, 2. Bystanders, 3. Participants, 4. Activists, 5. Diehards.

Rath's 4 follower needs

1. Trust, 2. Compassion, 3. Stability, 4. Hope.

Sinek's golden circle

1. Why? 2. How? 3. What?

Tuckman's 5 stages of group development

1. forming 2. storming 3. norming 4. performing 5. adjourning.

Autonomy.

According to Pink, autonomy is the desire to direct our own lives. Pink argues that allowing employees autonomy runs counter to the traditional view of management which wants employees to "comply" with what is required of them.

Alienated Followers.

Although the alienated follower is independent and thinks critically, they are passive.

Compassion.

Caring, friendship, happiness and love.

Strategic Thinking.

Context, Input, Intellection.

Judger.

Decisive, Sticks to plans.

Executing.

Deliberative, Responsibility.

Hope.

Direction, faith and guidance.

Feeler.

Empathic, Cooperative, Loyal.

Extravert.

Energizing, Communicative, Open.

WHAT.

Every single company and organisation on the planet knows WHAT they do. This is true no matter how big or small, no matter what industry. Everyone is easily able to describe the products or services a company sells or the job function they have within the system.

Perceiver.

Flexible, Curious, Informal.

Norming.

Gradually, the team moves into the norming stage. This is when people start to resolve their differences, appreciate colleagues' strengths, and respect your authority as a leader.

My MBTI

ISFJ

Forming.

In this stage, most team members are positive and polite. Some are anxious, as they haven't fully understood what work the team will do. Others are simply excited about the task ahead. As leader, you play a dominant role at this stage, because team members' roles and responsibilities aren't clear.

Adjourning.

Many teams will reach this stage eventually. For example, project teams exist for only a fixed period, and even permanent teams may be disbanded through organizational restructuring.

Storming.

Next, the team moves into the storming phase, where people start to push against the boundaries established in the forming stage. This is the stage where many teams fail. Storming often starts where there is a conflict between team members' natural working styles.

Thinker.

Objective, Rational, Problem solver.

Mastery.

Pink describes mastery as the desire to continually improve at something that matters. Pink argues that humans love to "get better at stuff" - they enjoy the satisfaction from personal achievement and progress.

Observant.

Practical, Action oriented.

Introvert.

Quiet, Reflective, Thinking.

Trust.

Respect, integrity and honesty

Stability.

Security, strength, support and peace.

Intrapersonal.

Sensitivity to one's own feelings, goals, and anxieties, and the capacity to plan and act in light of one's own traits. Intrapersonal intelligence is not particular to specific careers; rather, it is a goal for every individual in a complex modern society.

Musical.

Sensitivity to rhythm, pitch, meter, tone, melody and timbre. May entail the ability to sing, play musical instruments, and/or compose music e.g. musical conductor.

Linguistic.

Sensitivity to the meaning of words, the order among words, and the sound, rhythms, inflections, and meter of words e.g. poet. Sometimes called language intelligence.

Passive.

Sheep are passive AND dependent.

HOW.

Some companies and people know HOW they do WHAT they do. Whether you call them a ''differentiating value proposition'' or ''unique selling proposition,'' HOWs are often given to explain how something is different or better. Not as obvious as WHATs , and many think these are the differentiating or motivating factors in a decision.

The Components of MI

Spatial, Bodily-Kinesthetic, Musical, Linguistic, Logical-mathematical, Interpersonal, Intrapersonal, Naturalistic.

eight MI styles.

Spatial; Bodily-Kinesthetic; Linguistic; Logical-mathematical; Intrapersonal; Naturalistic.

Intuitive.

Strategic thinker, Future oriented.

Spatial.

The ability to conceptualize and manipulate large-scale spatial arrays e.g. airplane pilot, sailor, or more local forms of space e.g. architect, chess player.

Interpersonal.

The ability to interact effectively with others. Sensitivity to others' moods, feelings, temperaments and motivations e.g. negotiator. Sometimes called social intelligence.

Naturalistic.

The ability to make consequential distinctions in the world of nature as, for example, between one plant and another, or one cloud formation and another e.g. taxonomist. Sometimes called nature intelligence.

Bodily-Kinesthetic.

The ability to use one's whole body, or parts of the body like the hands or the mouth, to solve problems or create products e.g. dancer.

Logical-mathematical.

The capacity to conceptualize the logical relations among actions or symbols e.g. mathematicians, scientists. Famed psychologist Jean

Performing.

The team reaches the performing stage, when hard work leads, without friction, to the achievement of the team's goal. The structures and processes that you have set up support this well. As leader, you can delegate much of your work, and you can concentrate on developing team members.

Rath's Followers' Four Basic Needs.

Trust, Compassion, Stability, Hope.

WHY.

Very few people or companies can clearly articulate WHY they do WHAT they do. This isn't about making money - that's a result. WHY is all about your purpose, cause or belief. WHY does your company exist?

Conformist.

Yes People are active, but they are dependent AND do not think critically.

Survivors.

are chameleonic.

Diehards.

are passionate about an idea a person or both and will give all for them. When they consider something worthy, they becomes dedicated.

Participants.

care about the organization and try to make an impact. If they agree with the leader they will support them.

Isolates.

care little for their leaders and do not particularly respond to them.

Bystanders.

disengage from the organization, watching from the sidelines almost as an observer.

Effective followers.

do not presume that a leader or an organization will provide them with security, permission to act, or personal growth.

Activists.

feel more strongly about their organizations and leaders and act accordingly. When supportive, they are eager, energetic, and engaged.

Intrapersonal intelligence.

refers to people's ability to recognize and assess those same characteristics within themselves.

Naturalist.

refers to the ability to identify and distinguish among different types of plants, animals, and weather formations found in the natural world.

Interpersonal intelligence.

reflects an ability to recognize and understand other people's moods, desires, motivations, and intentions.

Purpose.

the desire to do things in service of something larger than ourselves. Pink argues that people intrinsically want to do things that matter.