Leadership Exam #2

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  1. Mission
    Why an organization exists, its purpose, main focus
  2. Properties of effective mission statement
    • short and simple
    • says why you do what you do, not the means by which you do it
    • clear, broad
    • inspire
    • reflect opportunities, competence, commitment
    • clearly understoof and supported by all members
  3. Vision
    • Long-term goals for the future of the organization
    • general big picture the org. would like to see achieved via mission
    • results/impact
    • mental model of a desirable, idealistic future for the org.
  4. Properties of a good vision
    • Appropriate for org. and for the timessets standards of excellence and reflect high ideals
    • clarify purpose and direction
    • inspire enthusiasm and encourage communication
    • well articulated and easily understood
    • reflect uniqueness of org.
    • ambitious
  5. Strategy
    Guiding framework for accomplishing vision
  6. Strategizing via Serious Play
    • group-oriented
    • emergent, engaging
    • attached, highlights interrelationships and interactions
    • 3-D constructions
    • unique, visible, memorable
  7. embodied metaphors
    • tangible entities extending into 3-D space
    • ripe with interpretive meaning
    • created newness in direct relationship btwn paticipants and construction
  8. Values
    • core principles on which everyone agrees
    • i.e. liberty, equality, justice

    creative leadership -> reframing values -> bring to life
  9. 3 leadership norms
    • virtue
    • ethics
    • values
  10. virtues
    • old-fashioned norms of conduct
    • action habits
    • ie. chastity, cleanliness, honesty, self-control
  11. ethics
    • more formal conduct
    • integrity, trustworthiness, accountability
  12. transition acceleration
    • condensing time it takes to get on top of the job
    • arriving rapidly at break-even point where you are net contributor of value to org.

    first 3 mos. determine success
  13. five propositions to transition acceleration
    • 1. transition failures happen when new leaders either misunderstand the demands of situation or lack skill and flexibility to adapt
    • 2. match strategy to situation
    • 3. overriding goal is to build momentum by creating cycles that build credibility and to mobilize energy of others
    • 4. transitions are crucible for development bc they strengthen diagnostic skills and adaptation
    • 5. adopting standard framework for trans. acc. can yield big returns for org.
  14. 10 key transition challenges
    • 1. promote yourself
    • 2. accelerate your learning
    • 3. match strategy to situation
    • 4. secure early wins
    • 5. negotite success
    • 6. achieve alignment
    • 7. build your team
    • 8. create coalitions
    • 9. keep your balance
    • 10. expedite everyone
  15. 4 key skills for leaders as politicians
    • 1. agending setting (vision and strategy for achieving)
    • 2. mapping political terrain (2D diagram plotting each stakeholder in terms of power and interests)
    • 3. networking and building coalitions (even opponents)
    • 4. bargaining and negotiating (create and claim value, invent options for mutual gain, be ethical)
  16. Strategies for managing disagreements at point of conflict
    • Provide clear method for resolving conflict with criteria for making tradeoffs
    • use as opportunity for coaching
  17. Strategies for managing conflicts upon escalation
    • Don’t just punt to boss, make all parties
    • escalate conflict
    • Resolve conflict with counterparts, not just subordinates
    • make process transparent
  18. errors in renewing organizations/leading change
    • not establishing great enough sense of urgency
    • not creating powerful enough guiding coalition
    • lacking vision
    • undercommunicating vision
    • not removing obstacles to new vision
    • not planning for and creating short term wins
    • declaring victory too soon
    • not anchoring changes in culture
  19. 3 key points to execution
    • must be core element of co's strategy, goals, culture
    • major job of business leader
    • is a discipline to act on
  20. 2 core processes of execution
    • people process
    • strategy process
    • operation process
  21. what is org. culture?
    pattern of shared basic assumptions learned by a group as it solved problems of external adaptation and internal integration, that has worked well enough to be considered valid and taught to new members as the correct way to perceive, think, and feel
  22. 3 levels of org. culture
    • Visible, audible, tangible (artifacts)
    • Members’ preferences (values)
    • Unspoken shared understandings (tacit assumptions)
  23. 10 key issues in identifying a learning culture
    • 1. proactivity assumption
    • 2. commitment to learning to learn
    • 3. positive assumption about human nature
    • 4. assumption that environment can be dominated
    • 5. commitment to truth thru pragmatism and inquiry
    • 6. orientation toward future
    • 7. commitment to full and open task communication
    • 8. commitment to diversity
    • 9. commitment to systematic thinking
    • 10. commitment to cultural analysis for improving world
  24. requirements of a learning leader
    • new levels of perception and insight into realities of the world and him/herself
    • great levels of motivation to go thru learning anc change
    • emotional strength to manage one's own and others' anxiety
    • new skills in anlyzing and changing cultural assumptions
    • willingness and ability to involve others
  25. principles for corp's to do the right thing
    • align personal interesrs with fate of stakeholders and act responsibly to ensure vitality of enterprise
    • make bus. operations transparent to all
    • think of co. as part of community and market
    • rep products honestly and honor dignity beyond transaction
    • treat workers as valuable as team members
    • treat environment as silent stakeholder
    • strive for balance, diversity, equality
    • pursue international trade and prodution based on respect for rights of workers and citizens
  26. Toxin handler
    • Those who shoulder the sadness, frustration, bitterness, anger, and pain within an organization
    • saves org from self-destruction yet pay steep price professionally, psychologically, physically
    • necessary for long-term health of the organization
    • Organizations can help by acknowledging and
    • rewarding the role
  27. Toxin handlers alleviate org pain in 5 ways
    • 1. listen empathetically
    • 2. suggest solutions
    • 3. work behind scenes to prevent pain
    • 4. carry confidence of others
    • 5. reframe diff. messages
  28. 7 groups of bad leadership
    • 1. incompetent
    • 2. rigid
    • 3. intemperate
    • 4. callous
    • 5. corrupt
    • 6. insular
    • 7. evil
  29. incompetent leadership
    • lack will, skill, or both to sustain effective action
    • dont create positive change
  30. rigid leadership
    • stiff, unyielding
    • unable, unwilling to adapt to new ideas, info, times
  31. intemperate leadership
    • lack self-control
    • followers unwilling to intervene
  32. callous leadership
    • uncaring, unkind
    • ignore needs, wants of members
  33. corrupt leadership
    • lie, cheat , steal
    • self interest before public interest
    • motivated by power and greed to acquire more scarce resources
    • bribes, fraud, exaggerate
  34. insular leadership
    disregard health/welfare of others
  35. evil leadership
    • use pain as power and satisfaction
    • cause physical and psychological harm to others
  36. how leaders can be effective and ethical
    • seek feedback and perspective
    • stay healthy and balanced
    • be reflective
  37. how followers can work with others
    • find allies
    • take collective action
    • seek other sources of information
    • hold leaders accountable
  38. virtuousness
    • what individuals aspire to be when they are at their very best
    • i.e. courage, optimism, faith, integrity, compassion
    • produces positive energy systems
    • enable growth, enhances performance
  39. survival guide for leaders
    • operate in and above the fray (observer & participant)
    • court the uncmmitted (keep opp. close, recruit partners)
    • cook the conflict (keep heat high yet low enough)
    • place work where it belongs (transfer prob-solving to others)
  40. 4 emotional reactions of leaders in situations they don't like: SARA model
    • Shock- acknowledge surprise of mistake/failure
    • Anger- furious things didnt go as planned
    • Rejection- blame, reject info or role in causing it
    • Acceptance- acknowledge failure, accept vulnerability
  41. Characteristics of spiritually inspired org
    • accomplishes centrak purpose, motivated by calling
    • deep sense of mission
    • embraces subsidiarity
    • sensitive to human dignity
    • comm to resources that understand spiritual values
    • attentive to common goal, justice needs of poor
Card Set:
Leadership Exam #2
2011-12-06 19:33:30
business leadership

MGMT 648 Final
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