Leadership in Health professions test 1

Functions of management

planning, organizing, leading, controlling

Personalized Power Motive

•Seek power to further their own interests. •Do not worry about everybody liking them. Recognize that as you acquire power, you also acquire enemies.

Personalized Charismatics

Use power to serve their own interests.

Conceptual thinking

refers to the ability to see the overall perspective, and it makes farsightedness possible.

servant leader

serves constituents by working on their behalf to help them achieve their goals, not the leader's own goals.

strategy developer

setting a vision and direction of the company

Activist

they feel strongly, either positively or negatively, about their leader and their organization and act accordingly

participants

They show enough engagement to invest some of their own time and money to make a difference, such as taking the initiative to learn new technology that would help the group

Leadership Effectiveness

refers to attaining desirable outcomes such as productivity, quality, and satisfaction in a given situation.

Assertiveness

refers to being forthright in expressing demands, opinions, feelings, and attitudes. Being this helps leaders perform many tasks and achieve goals. Among them are confronting group members about their mistakes, demanding higher performance, setting high expectations, and making legitimate demands on higher management.

A key force driving the new paradigm of collaborative leadership is:

the hyperconnected organizational world.

Intuition

is often the mental process used to provide the understanding of a problem.

Farsightedness

is the ability to understand the long-range implications of actions and policies.

Transactional Leadership

leadership focuses on routine transactions and rewarding group members for meeting standards.

PARTICIPANTS

•Show enough engagement to invest some of their own time and money to make a difference. •Participants are sometimes for, and sometimes against, the leader and the company. •The leader has to review their work and attitudes carefully to determine whether or not the participant is being constructive. •Participants have also been regarded as active followers, or those who make a major contribution to the mission of the group.

Entrepreneurial Leadership

•Strong achievement drive and sensible risk taking. •High degree of enthusiasm and passion. •Typical pattern of being proactive. •Tendency to act quickly when opportunity arises. •Visionary perspective combined with tenacity. •Dislike of hierarchy and bureaucracy. •Preference for dealing with external customers. •Eye on the future.

DIEHARDS

•Super-engaged to the point that they are willing to go down for their own cause, or willing to oust the leader if they feel he or she is headed in the wrong direction. •Can be an asset or a liability to the leader. •Diehards have an even stronger tendency to be whistleblowers than do activists. •Leaders have to stay in touch with diehards to see if their energy is being pointed in the service of the organization.

TRANSFORMATIONAL leadership

•focuses on what the leader accomplishes, yet it still pays attention to the leader's personal characteristics and his/her relationship with group members.

Effective followers share four essential qualities:

1. Self-management. •The key to being a good follower is to think for oneself and to work well without close supervision. 2. Commitment. •Effective followers are committed to something beyond themselves, be it a cause, product, department, organization, idea, or value. 3. Competence and focus. •Effective followers build their competence and focus their efforts for maximum impact. 4. Courage. •Effective followers establish themselves as independent, critical thinkers, and fight for what they believe is right.

A vision statement is more inspirational when it combines three elements:

1.A reason for being beyond making money. 2.Timeless, unchangingcore values. 3.Ambitious but achievable goals.

Leaders with high power motives have three dominant characteristics:

1.They act with vigor and determination to exert their power. 2.They invest much time in thinking about ways to alter the behavior and thinking of others. 3.They care about their personal standing with those around them.

Which of the following is a most likely consequence of a lower leadership position?

A high number of human resource problems requiring action

NARCISSISM

A personality trait characterized by a sense of personal superiority, a desire for power, and a sense of self-importance.

Personalized power motive

Audrey is the CEO of a technology firm. She prefers an affluent lifestyle and craves more prestige and power. She spends her money extravagantly, throwing big lavish parties every month. Which of the following motives best describes Audrey's characteristic?

What does Julian Barling's research indicate about the relationship heredity and environment in leadership potential?

Both environmental and genetic factors contribute to leadership emergence and leadership behavior.

Celebrity Charismatics

Overlap their public celebrity with socialized & personalized traits.

interpersonal aspects

Change, inspiration, motivation, and influence.

Which of the following can be identified as a factor relating to substitutes for leadership?

Closely knit teams of highly trained individuals

ACTIVISTS

Considerably engaged. Heavily invested in people and processes. Eager to demonstrate their support or opposition. Feel strongly, either positively or negatively, about their leader and the organization and act accordingly. Have a tendency to be whistleblowers. The leader has to stay aware of whether the activist is for or against the company.

Which of the following political tactics is a necessary part of a leader's role?

Forming coalitions

Which of the following is an advantage of the trait approach?

It can help people prepare for leadership responsibility and all of the issues that accompany it.

Subjective Data

Judgments and perceptions by others about the leader's effectiveness. A plant manager rating a supervisor or the board rating a CEO.

when someone feels personally responsible for the perception of her team. Locus of control can help a leaders deliver a take-charge attitude.

Locus of control

Emotional Intelligence

Refers to the ability to do such things as understanding one's feelings, have empathy for others, and regulate one's emotions to enhance one's quality of life.

According to the Center on Leadership & Ethics at Duke University, what type of leadership can positively affect performance?

Responsible and inspirational

Objective Data:

Sales, production, safety, number of patents produced by the group, cost cutting, or staying within budget.

Why would a hiring manager prefer an entry-level candidate with leadership skills?

She is more likely to be capable of managing a part of a project.

The members of the Research & Development (R&D) team of a biotech company are highly dedicated to their work. They are a cohesive and highly motivated team. However, the team finds it difficult to communicate their ideas in a simple manner to its stakeholders. As the leader of the R&D team, which of the following roles should you focus on more if you wish to contribute to the performance of the organization?

Spokesperson

VISION

The ability to imagine different and better future conditions and ways to achieve them.

Practical intelligence

The ability to solve everyday problems by using experience-based knowledge to adapt to and shape the environment.

Task-Related Traits

Traits closely associated with task accomplishment

General Personality Traits

Traits observable both within and outside the context of work - and related to success and satisfaction in both work and personal life.

proactive

creates or controls a situation by causing something to happen, rather than reacting after the event happens.

figurehead

entertaining clients as an official representation of the company

Initiating Structure

influences job, group, and organization performance

Consideration

influences satisfaction of group members and the leader; worker motivation; leader effectiveness

team builder

initiating activités that contribute to positive group morale

Insight

is a depth of understanding that requires considerable intuition and common sense.

Self-awareness

is the ability to control one's emotions, for example, by not shouting even when one is angry.

Aiden Carter, an administrator at an automobile company, has started to work overtime since the day he got promoted to the position of administrator. In addition to extra work hours, Aiden also has to handle complaints on the human resource front. Despite his honest work and transparent conduct, he is viewed as being unethical by many of his subordinates. In this scenario, Aiden is likely:

to feel the frustrations of being a leader.

executor

translating strategy into action

A good conceptual thinker

understands how the external environment influences the organization and how different parts of the organization influence each other.

Leadership by Inspiration

•Articulate a highly emotional message. •Use metaphors and analogies. •Gear language to different audiences.

ISOLATES

•Completely detached. •Passively support the status quo. •Do not care much about their leaders. •Isolates need coaching.

•Extensive Use of Social Networking

•Face-to-face networks. Social networking sites.

BYSTANDERS

•Free riders who are typically detached when it fits their self-interests. •Bystanders have low internal motivation. •The leader has to work hard to find the right motivators to spark the bystander into action.

Leadership by Storytelling

•Inspire and instruct by telling fascinating stories.

Autocratic Leadership

•Leaders retain authority and make all decisions assuming group members will comply. •Considered task-oriented leaders as their focus is on getting tasks accomplished. •Typical behaviors include telling, asserting, and serving. •Is effective in certain situations. •Does not necessarily imply the leader is impulsive or stubborn.

Personality Traits of Effective Leaders

•Personality Traits •Motives •Cognitive Factors

administrative aspects

•Planning, organizing, and controlling.

Socialized Charismatics

•Restrains the use of power in order to benefit others.

•Socialized Power Motive

•Seek power to achieve organizational goals or a vision. •The term socialized means that the leader uses power primarily to help others.

Four key domains in emotional intelligence are:

•Self-awareness. •Self-management. •Social awareness. •Relationship management.

Participative Leadership

•Share decision making with group members. •Encompasses the team approach as leaders accept suggestions from group members related to managing the operation. •Leadership style can be time-consuming and results in reducing the power of the leader.