RPTA 255 FINAL - LILS, Inclusion, TT's | UPDATED
Questions with 100% Verified Answers
Q1: Chapter 1
A: Exploring and Discovering Meanings
Q2: Leadership
A: An active relational process that leaders and followers create together
A dynamic process of interactions between two or more members of a group which
involves recognition and acceptance of leader follower roles by group members within a
certain situation. It also involves activities on the parts of ht leader and followers which
aid the group in working toward its goal.
Q3: Followership
A: Courageous Followers
Assume responsibility, serve, challenge, participate in transformation, leave
the act of willingly and actively supporting, cooperating with, and aligning oneself
with a leader's or group's goals, vision, and direction. It involves being responsive to
leadership, contributing to shared objectives, and demonstrating commitment, loyalty,
and trust.
Q4: Competencies
A: Top 10 (Fulthorp and D'Eloia)
Ethical Decisions
Act Professionally
Work well with people
Communicate clearly with customers
Deal with the public
Listen to staff and customers
Enthusiasm and positive atitude
Communicate clearly to staff
Openness to serve all members the community
Work in team environments
Q5: Leader Traits
A: Integrity
Leaders with integrity act with honesty and ethical principles, building trust with their
teams and stakeholders.
Self-Awareness
Understanding one's strengths and weaknesses, as well as how one's actions impact
others, is crucial for effective leadership.
Courage
Leaders must be willing to make difficult decisions and stand up for what they believe in,
even in the face of adversity.
,Resilience
The ability to bounce back from setbacks and challenges is essential for navigating the
complexities of leadership.
Effective Communication
Leaders need to be able to clearly and concisely articulate their vision, provide
constructive feedback, and actively listen to others.
Active Listening
Understanding the perspectives and concerns of team members is vital for building
strong relationships and fostering collaboration.
Emotional Intelligence
Leaders who can recognize and manage their own emotions and those of others can
create a more positive and productive work environment.
Q6: Leader Values
A: Integrity: Being honest and doing what's right, building trust and earning respect.
Empathy: Understanding and connecting with others on a personal level, fostering a
supportive environment.
Respect: Valuing the rights, opinions, and feelings of others, promoting inclusivity and
collaboration.
Accountability: Taking responsibility for actions and decisions, setting a strong example
for others.
Resilience: Overcoming adversity and setbacks, inspiring perseverance and adaptability.
Communication: Clearly conveying information and actively listening to others.
Vision: Having a clear direction and inspiring others to work towards a shared goal.
Courage: Making difficult decisions and standing up for what's right.
Trustworthiness: Being reliable and dependable, fostering a sense of security and
confidence.
Empowerment: Giving others the opportunity to grow and contribute, fostering a sense
of ownership and engagement.
Decisiveness: The ability to make decisions, particularly when under pressure, is an
important skill to master
Q7: Levels of Leadership
A: Execitive or administrative
Supervisory or mid-management
Frontline or direct
Q8: Leaders Identified
A: Appointment
Appointed the title
“You be the leader"
Election
Identifiable process to select person to be the leader
Emergence
Emerges organically when more than one person shares a gal
, Charisma
Personal magnetism or charm and a component of most depictions of an ideal leader
The Halo Effect
Natural sense-making process that people carry over what they think about a person into
multiple situations
Q9: Power
A: The ability to influence others to do something
2 Foci of power
Socialized — achieve goals/task oriented
Personalized — Gain appreciation/esteem or status for themselves
2 Types of Power
Power over — one person has it and the other doesnt
Power with — power shared
Charisma
Coercive
Connectional
Empowerment
Expert Power
Helplessness
Informational
Legitimate
Reward
Social Status
Q10: Early Theories
A: Behavioral Theories : Made not Born. Great “Man” Theory: Born to Lead Trait Theories
Assume people inherit certain qualities and traits that make them a better suited person
Q11: Contemporary Theories
A: Transactional
Followers acknowledged their leader, leader gives follower recognition
Transformational
Leader motivates their followers to care about the end goals
Leader Charisma
Inspirational motivation
Individualized consideration
Intellectual stimulation
Servant
Putting others before yourself
Agile and Authentic
Shared
Implicit (ILT and IFT)
Underlying assumptions, perceptions, and realities that occur whenever people act as
leaders and followers. Democratic Laissez-Faire Autocratic
Questions with 100% Verified Answers
Q1: Chapter 1
A: Exploring and Discovering Meanings
Q2: Leadership
A: An active relational process that leaders and followers create together
A dynamic process of interactions between two or more members of a group which
involves recognition and acceptance of leader follower roles by group members within a
certain situation. It also involves activities on the parts of ht leader and followers which
aid the group in working toward its goal.
Q3: Followership
A: Courageous Followers
Assume responsibility, serve, challenge, participate in transformation, leave
the act of willingly and actively supporting, cooperating with, and aligning oneself
with a leader's or group's goals, vision, and direction. It involves being responsive to
leadership, contributing to shared objectives, and demonstrating commitment, loyalty,
and trust.
Q4: Competencies
A: Top 10 (Fulthorp and D'Eloia)
Ethical Decisions
Act Professionally
Work well with people
Communicate clearly with customers
Deal with the public
Listen to staff and customers
Enthusiasm and positive atitude
Communicate clearly to staff
Openness to serve all members the community
Work in team environments
Q5: Leader Traits
A: Integrity
Leaders with integrity act with honesty and ethical principles, building trust with their
teams and stakeholders.
Self-Awareness
Understanding one's strengths and weaknesses, as well as how one's actions impact
others, is crucial for effective leadership.
Courage
Leaders must be willing to make difficult decisions and stand up for what they believe in,
even in the face of adversity.
,Resilience
The ability to bounce back from setbacks and challenges is essential for navigating the
complexities of leadership.
Effective Communication
Leaders need to be able to clearly and concisely articulate their vision, provide
constructive feedback, and actively listen to others.
Active Listening
Understanding the perspectives and concerns of team members is vital for building
strong relationships and fostering collaboration.
Emotional Intelligence
Leaders who can recognize and manage their own emotions and those of others can
create a more positive and productive work environment.
Q6: Leader Values
A: Integrity: Being honest and doing what's right, building trust and earning respect.
Empathy: Understanding and connecting with others on a personal level, fostering a
supportive environment.
Respect: Valuing the rights, opinions, and feelings of others, promoting inclusivity and
collaboration.
Accountability: Taking responsibility for actions and decisions, setting a strong example
for others.
Resilience: Overcoming adversity and setbacks, inspiring perseverance and adaptability.
Communication: Clearly conveying information and actively listening to others.
Vision: Having a clear direction and inspiring others to work towards a shared goal.
Courage: Making difficult decisions and standing up for what's right.
Trustworthiness: Being reliable and dependable, fostering a sense of security and
confidence.
Empowerment: Giving others the opportunity to grow and contribute, fostering a sense
of ownership and engagement.
Decisiveness: The ability to make decisions, particularly when under pressure, is an
important skill to master
Q7: Levels of Leadership
A: Execitive or administrative
Supervisory or mid-management
Frontline or direct
Q8: Leaders Identified
A: Appointment
Appointed the title
“You be the leader"
Election
Identifiable process to select person to be the leader
Emergence
Emerges organically when more than one person shares a gal
, Charisma
Personal magnetism or charm and a component of most depictions of an ideal leader
The Halo Effect
Natural sense-making process that people carry over what they think about a person into
multiple situations
Q9: Power
A: The ability to influence others to do something
2 Foci of power
Socialized — achieve goals/task oriented
Personalized — Gain appreciation/esteem or status for themselves
2 Types of Power
Power over — one person has it and the other doesnt
Power with — power shared
Charisma
Coercive
Connectional
Empowerment
Expert Power
Helplessness
Informational
Legitimate
Reward
Social Status
Q10: Early Theories
A: Behavioral Theories : Made not Born. Great “Man” Theory: Born to Lead Trait Theories
Assume people inherit certain qualities and traits that make them a better suited person
Q11: Contemporary Theories
A: Transactional
Followers acknowledged their leader, leader gives follower recognition
Transformational
Leader motivates their followers to care about the end goals
Leader Charisma
Inspirational motivation
Individualized consideration
Intellectual stimulation
Servant
Putting others before yourself
Agile and Authentic
Shared
Implicit (ILT and IFT)
Underlying assumptions, perceptions, and realities that occur whenever people act as
leaders and followers. Democratic Laissez-Faire Autocratic
