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Leadership theories: styles, power and traits
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- 1ones leadership effectiveness, said to be influenced by their intelligence or naturally inheritedTrait Theory
- 2emotionally intelligence and can solve problemsSkills Theory
- 34 leaderships styles. Directive, coaching, supporting, or delegating style based on the situation(task) and the followers development level (DL)Situational Leadership Theory
- 4the degree to which the leader is trusted and liked by members of the group and their willingness to follow the leaderleader-member relations
- 5According to McCllelands Need Theory for an award to be appropriate, accepted, and effective; it must fulfill a members needs. Based on this theory what are the 3 primary needs.need for achievement, need for affiliation, and need for power.
- 6the authority the leader had to reward or punish based on his or her organizational position. this power is based on the position held within an organizationLeader's position power.
- 7the degree to which the leader is trusted and liked by members of the group and their willingness to follow the leaderleader-member relations
- 8someone who influences others to achieve a goalleader
- 9someone who chooses to follow the leader because of the leaders character, abilities, and vision.follower
- 10describes the relative circumstances, position, or context that surrounds the leaders and followerssituations
- 11"if it ain't broke, don't fix it"management by exception-passive
- 12"non-leadership"Laissez-Fair
- 13hands on, micromanagingmanagement by exception-aggressive
- 14setting goals, suggest pathways, actively monitors progress, rewards for goalscontingent reward
- 15what are the 4I's of transformational leadershipindividualized consideration, intellectual stimulation, inspirational motivation, and idealized influence.
- 16Individualized consideration (nurturing)treat others as individuals, act as mentor/coach, empathize and support each follower
- 17Intellectual Stimulation (thinking)The leader values their subordinates rationality and intellect, seeking perspectives and considering opposing points of view
- 18Inspirational motivation (charming)developing and articulating visions that paint an optimistic and enthusiastic picture of the future that is appealing and inspiring to followers
- 19Idealized influence (influencing)builds trust and respect between leaders and followers and followers will also emulate the leaders behavior “walk the walk”
- 20EthnocentrismThe human tendency to negatively judge others (cultures, behaviors, values) against our own values and beliefs
- 21Diversitya composite of individual characteristics, experiences, and abilities consistent with the Air Force Core Values and the Air Force Mission
- 22Social BiasesMerriam-Webster defines bias as “an inclination [predisposition] of temperament or outlook, a personal and sometimes unreasoned judgment.”3 Being socially biased is where one unfairly favors or prefers one person, culture, group, or race to another.
- 23Holismall the parts of a culture are interconnected and integrated
- 24Schemaa cognitive “shortcut” that helps us organize and interpret the vast amount of information that exists in our environment.
- 25SymbolsParts of our schemas for particular concepts. EX. A dog symbolizes loyalty in U.S. culture, for example, while a rat usually does not
- 26Culture-generalThe ability to quickly and accurately comprehend, and then effectively act in a culturally complex environment to achieve the desired effect without necessarily having prior exposure to a particular group, region, or language.
- 27Culture-specificAn approach that emphasizes specific aspects of particular cultures, affording individuals much of the knowledge and/or skills necessary to interact more competently with individuals of other cultural backgrounds
- 28Culture-general knowledgethe basis for all cross-cultural learning, including culture-specific, and begins with an understanding of basic concepts of a culture (kinship, gender roles, types of exchanges or communication norms, etc.)
- 29Relativism (as an attitude)The conviction that the beliefs and practices of others are best understood in light of the particular cultures where they are found.
- 30Relativism (as a behavior)Temporarily suspending one’s own culturally informed opinion and thinking about how others might interpret or value a situation
- 31Cultural perspective takinga cognitive process by which an individual is able to identify the thoughts and/or feelings of another culture
- 32Cross-cultural communicationdefined as the “Knowledge, motivation, and skills to interact effectively and appropriately with members of different cultures.”
- 33Linguistic competencea speaker’s implicit, internalized knowledge of the rules of their native language.
- 34Communication competenceunderstanding how to properly communicate in another language or culture.
- 35MISSION STATEMENTSthe "where and what" work centers, units, wings, etc. accomplish on a daily basis.
- 36VISION STATEMENTSAs a mission defines the purpose of an organization, a Vision defines that purpose in connection with the organizations values
- 37TEAMcommitted to their members‘ personal growth
- 38Groupan assemblage of persons or objects located or gathered together.
- 39Preventative feedbackthe type of feedback done before an Airman violates a standard or falls below your supervisory expectations
- 40Rehabilitative feedbackdone after an Airman violates a standard or falls below your supervisory expectations
- 41LeniencyThe tendency to evaluate all people as outstanding and to give inflated ratings rather than true assessments of performance
- 42HarshnessThe tendency to evaluate all people at the low end of the scale/overly critical of performance
- 43RecencyThe tendency to evaluate people based on the most recent performance, instead of the performance over the entire rating period.
- 44Past Performance ErrorEvaluating based on past performance rather than present performance
- 45Central TendencyThe tendency to evaluate all people as average regardless of performance
- 46Contrast ErrorEvaluating a person in relation to another person, rather than on how well they performed in relation to his/her duties, goals, and stated performance standards
- 47Halo EffectThe tendency to evaluate based on one outstanding (positive) trait or characteristic of a person. The one trait or characteristic influences all other areas of performance, resulting in an unduly high overall performance rating
- 48First Impression ErrorThe tendency to evaluate based on first impression (favorable or unfavorable) and ignore subsequent information (positive or negative)
- 49The Similar-to-Me EffectGiving higher evaluations to people who are similar to the rater in terms of background or attitudes
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- Fichas sobre Sin título, creado por adough711 el 25/06/2015.
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