NU 411 Exam 1 Questions With
Complete Answers
authoritative leadership styles - ANSWER Makes decisions for the group
(dictates directs), communication is down the chain, Good for crisis situations,
effective for employees with little or no formal education.
democratic leadership style - ANSWER includes group for decision making (part
of the team), motivates by supporting staff achievements, communication up
and down the chain of command (down side- can lead to confusion and
communication failure)
Laissez-faire - ANSWER makes very few decisions, little planning,
communication up and down the chain of command, effective with professional
employees (not effective for those who lack motivation
Great Leaders Should... - ANSWER + Model the Way- Behaviors should be
congruent with values
+ Inspire a Shared Vision- Inspire others to work toward goal attainment
+ Challenge the Process- Recognize opportunities for improvement and take
action
+ Enable Others to Act- Empower others through trust and collaboration
+ Encourage the Heart- Recognize, appreciate and celebrate achievements of
shared goals
situational leadership - ANSWER Leadership styles should match the situation
contingency leadership model - ANSWER determines if a leader's style is task
oriented or relationship-oriented and if that style is effective for the situation at
hand
transactional leaders - ANSWER Traditional leaders who are concerned with
day-to-day operations and maintenance of routine work.
+ Focus on getting the work done
+ Task and results oriented
,+ Reinforce behaviors through control with contingent rewards
+ Maintenance of routine work
+ Do not identify shared values
transformational leaders - ANSWER Leaders who motivate followers to perform
their full potential over time by influencing a change in perceptions by providing
a sense of direction.
+ Create a vision and identifies common values
+ Is a caretaker
+ Build a social architecture, providing meaning to employees (inspires)
+ Sustain organizational trust
+ Recognize the importance of empowering others
autocratic leaders - ANSWER leaders who hoard decision-making power for
themselves and typically issue orders without consulting their followers
authoritarian leaders - ANSWER leaders who make all major group decisions
and assign tasks to members
emotional intelligence includes - ANSWER 1. Self-awareness
2. Self-regulation
3. Motivation
4. Empathy
5. Social skills
potential leadership flaws - ANSWER + Lack of energy and enthusiasm
+ Accepts one's own mediocre performance
+ Lack of a clear vision and direction
+ Poor judgment
+ Not collaborating
+ Not walking the talk
+ Resisting new ideas
+ Not learning from mistakes
+ Lack of interpersonal skills
+ Failing to develop others
leadership roles vs management function - ANSWER leadership roles: establish
redirection, aligns people, motivates and inspires
management functions: planning and budgeting, organizing and staffing,
controlling and problem solving
management definition - ANSWER +The coordination and integration of
resources through planning, organizing, coordinating, directing and controlling
to accomplish specific institutional goals and objectives
, +Management is a formal position in the organization, whereas leadership is not
have assigned positions, duties and responsibilities, and power to delegate
authority
Integrating Leadership and Management - ANSWER For managers and leaders
to function at their greatest potential, both must focus on:
- Thinking longer term
- Looking outward, toward the larger organization
- Influencing others beyond their own groups
- Emphasizing vision, values and motivation
- Being of good judgment and politically aware
- Thinking in terms of change and renewal
management process - ANSWER 1. planning- work map, big picture, and short
ranged planning
2. organizing- the work, the people, and the environment
3. staffing
4. directing/ coordinating- manage conflict and delegate
5. controlling- quality of care, budgeting, legal and ethical issues
Strengths-based Leadership - ANSWER - Focuses on development or
empowerment of strengths as opposed to weaknesses
- Using a strengths-based approach, even at a young age, can have a profound
impact on the ability to self-manage and regulate emotions
Jim Collin's Level 5 Leadership - ANSWER + LEVEL 1: Highly Capable Individual
+ LEVEL 2: Contributing Team Member
+ LEVEL 3: Competent Manager
+ LEVEL 4: Effective Leader
+ LEVEL 5: Great Leader
- Has characterized of all the other levels plus: humility
Greenleaf's Servant Leadership - ANSWER - Putting others as the number one
priority (including employees, customers, and the community)
- Fostering a service inclination in others that promotes collaboration,
teamwork, and collective activism
- Recognizing followers as an important part of the leadership equation
principal agent theory - ANSWER not all followers (agents) are inherently
motivated to act in the best interest of the leader (principal)
Complete Answers
authoritative leadership styles - ANSWER Makes decisions for the group
(dictates directs), communication is down the chain, Good for crisis situations,
effective for employees with little or no formal education.
democratic leadership style - ANSWER includes group for decision making (part
of the team), motivates by supporting staff achievements, communication up
and down the chain of command (down side- can lead to confusion and
communication failure)
Laissez-faire - ANSWER makes very few decisions, little planning,
communication up and down the chain of command, effective with professional
employees (not effective for those who lack motivation
Great Leaders Should... - ANSWER + Model the Way- Behaviors should be
congruent with values
+ Inspire a Shared Vision- Inspire others to work toward goal attainment
+ Challenge the Process- Recognize opportunities for improvement and take
action
+ Enable Others to Act- Empower others through trust and collaboration
+ Encourage the Heart- Recognize, appreciate and celebrate achievements of
shared goals
situational leadership - ANSWER Leadership styles should match the situation
contingency leadership model - ANSWER determines if a leader's style is task
oriented or relationship-oriented and if that style is effective for the situation at
hand
transactional leaders - ANSWER Traditional leaders who are concerned with
day-to-day operations and maintenance of routine work.
+ Focus on getting the work done
+ Task and results oriented
,+ Reinforce behaviors through control with contingent rewards
+ Maintenance of routine work
+ Do not identify shared values
transformational leaders - ANSWER Leaders who motivate followers to perform
their full potential over time by influencing a change in perceptions by providing
a sense of direction.
+ Create a vision and identifies common values
+ Is a caretaker
+ Build a social architecture, providing meaning to employees (inspires)
+ Sustain organizational trust
+ Recognize the importance of empowering others
autocratic leaders - ANSWER leaders who hoard decision-making power for
themselves and typically issue orders without consulting their followers
authoritarian leaders - ANSWER leaders who make all major group decisions
and assign tasks to members
emotional intelligence includes - ANSWER 1. Self-awareness
2. Self-regulation
3. Motivation
4. Empathy
5. Social skills
potential leadership flaws - ANSWER + Lack of energy and enthusiasm
+ Accepts one's own mediocre performance
+ Lack of a clear vision and direction
+ Poor judgment
+ Not collaborating
+ Not walking the talk
+ Resisting new ideas
+ Not learning from mistakes
+ Lack of interpersonal skills
+ Failing to develop others
leadership roles vs management function - ANSWER leadership roles: establish
redirection, aligns people, motivates and inspires
management functions: planning and budgeting, organizing and staffing,
controlling and problem solving
management definition - ANSWER +The coordination and integration of
resources through planning, organizing, coordinating, directing and controlling
to accomplish specific institutional goals and objectives
, +Management is a formal position in the organization, whereas leadership is not
have assigned positions, duties and responsibilities, and power to delegate
authority
Integrating Leadership and Management - ANSWER For managers and leaders
to function at their greatest potential, both must focus on:
- Thinking longer term
- Looking outward, toward the larger organization
- Influencing others beyond their own groups
- Emphasizing vision, values and motivation
- Being of good judgment and politically aware
- Thinking in terms of change and renewal
management process - ANSWER 1. planning- work map, big picture, and short
ranged planning
2. organizing- the work, the people, and the environment
3. staffing
4. directing/ coordinating- manage conflict and delegate
5. controlling- quality of care, budgeting, legal and ethical issues
Strengths-based Leadership - ANSWER - Focuses on development or
empowerment of strengths as opposed to weaknesses
- Using a strengths-based approach, even at a young age, can have a profound
impact on the ability to self-manage and regulate emotions
Jim Collin's Level 5 Leadership - ANSWER + LEVEL 1: Highly Capable Individual
+ LEVEL 2: Contributing Team Member
+ LEVEL 3: Competent Manager
+ LEVEL 4: Effective Leader
+ LEVEL 5: Great Leader
- Has characterized of all the other levels plus: humility
Greenleaf's Servant Leadership - ANSWER - Putting others as the number one
priority (including employees, customers, and the community)
- Fostering a service inclination in others that promotes collaboration,
teamwork, and collective activism
- Recognizing followers as an important part of the leadership equation
principal agent theory - ANSWER not all followers (agents) are inherently
motivated to act in the best interest of the leader (principal)
