WGU D016 Leadership
Foundations and Ethics
Complete Set Guaranteed
A
A+
VI
TU
Transformational Leadership
IS
individual consideration - personal attention to members who seem neglected
intellectual stimulation - followers to think of old problems in new ways
inspirational motivation - high performance expectations
M
These are referred to as the "Four I's" of transformational leadership
O
Laissez-faire
A
A leader who allows staff to determine how they will achieve goals and perform job
functions has which leadership style
N
Authoritative Leadership Style
JP
Gives direct, clear, details instructions as to what, when, and how work is to be done
Optimizer
In solving a problem searches for optimal solution
Cognitive Dissonance Theory
,the theory that we act to reduce the discomfort we feel when two of our thoughts are
inconsistent. For example, when our awareness of our attitudes and of our actions clash,
we can reduce the resulting dissonance by changing our attitudes
Chain Network Structure
A communication network in which information is passed from member to member, from
one end of the chain to the other
A
VI
Mavens
work well with others and are problem solvers
TU
The Reflective
Strive to avoid conflict. They are concerned with interpersonal relationships and
communicate in a manner that will not offend others. They are excellent listeners and are
IS
likely to say nothing rather than say something that causes conflict.
M
The Magistrate
These leaders combine aspects of the Noble and Socratic styles. They communicate in a
O
domineering manner, displaying an air of superiority. These individuals tell you exactly
what they think and will go into great detail to get their point across.
A
The Candidate
N
Combine aspects of the Socratic and Reflective styles. They display a warm and
supportive disposition, communicating in a very likable manner. However, they are
JP
analytical and chatty, providing a great deal of information.
The Senator
These leaders have skillfully developed both the Noble and Reflective styles of
communication. The two styles are not mixed; rather, the leader skillfully moves between
the two as the situation warrants.
, Communication Accommodation Theory
The view that individuals adjust their verbal communication to facilitate understanding.
Instructional Impact Team
Principal, instructional coach, a professional school counselor, a special education
teacher, and a regular education teacher.
A
Eight research-based functions:
VI
reviewing, analyzing, and using student achievement data
setting and monitoring benchmarks and result indicators
creating action plans based on data analysis and overseeing the implementation of those
TU
plans
sharing interpretations of the data with others and providing support for the use of the
data in the school
communicating and celebrating student achievement with the entire school community
IS
assisting in the professional development of those who use the data in the school
monitoring student achievement on an ongoing basis using an effective, systematic
approach
M
regularly reflecting on the data and the instructional practices and adjusting accordingly.
O
Adaptive Challenges
Force a response outside of the current know-how or expertise. They cannot be addressed
A
through current structures, organizational designs, or stories about a community.
N
externally imposed change
JP
happens either because of district or state mandates or because of other external factors,
such as an unforeseen turnover in staff or a significant change in the school population
Internally driven change
Deliberately-chosen pathway within the school community, as the principal and other
school leaders see a significant disconnect between the school's vision and mission on the
one hand and its current state on the other
Foundations and Ethics
Complete Set Guaranteed
A
A+
VI
TU
Transformational Leadership
IS
individual consideration - personal attention to members who seem neglected
intellectual stimulation - followers to think of old problems in new ways
inspirational motivation - high performance expectations
M
These are referred to as the "Four I's" of transformational leadership
O
Laissez-faire
A
A leader who allows staff to determine how they will achieve goals and perform job
functions has which leadership style
N
Authoritative Leadership Style
JP
Gives direct, clear, details instructions as to what, when, and how work is to be done
Optimizer
In solving a problem searches for optimal solution
Cognitive Dissonance Theory
,the theory that we act to reduce the discomfort we feel when two of our thoughts are
inconsistent. For example, when our awareness of our attitudes and of our actions clash,
we can reduce the resulting dissonance by changing our attitudes
Chain Network Structure
A communication network in which information is passed from member to member, from
one end of the chain to the other
A
VI
Mavens
work well with others and are problem solvers
TU
The Reflective
Strive to avoid conflict. They are concerned with interpersonal relationships and
communicate in a manner that will not offend others. They are excellent listeners and are
IS
likely to say nothing rather than say something that causes conflict.
M
The Magistrate
These leaders combine aspects of the Noble and Socratic styles. They communicate in a
O
domineering manner, displaying an air of superiority. These individuals tell you exactly
what they think and will go into great detail to get their point across.
A
The Candidate
N
Combine aspects of the Socratic and Reflective styles. They display a warm and
supportive disposition, communicating in a very likable manner. However, they are
JP
analytical and chatty, providing a great deal of information.
The Senator
These leaders have skillfully developed both the Noble and Reflective styles of
communication. The two styles are not mixed; rather, the leader skillfully moves between
the two as the situation warrants.
, Communication Accommodation Theory
The view that individuals adjust their verbal communication to facilitate understanding.
Instructional Impact Team
Principal, instructional coach, a professional school counselor, a special education
teacher, and a regular education teacher.
A
Eight research-based functions:
VI
reviewing, analyzing, and using student achievement data
setting and monitoring benchmarks and result indicators
creating action plans based on data analysis and overseeing the implementation of those
TU
plans
sharing interpretations of the data with others and providing support for the use of the
data in the school
communicating and celebrating student achievement with the entire school community
IS
assisting in the professional development of those who use the data in the school
monitoring student achievement on an ongoing basis using an effective, systematic
approach
M
regularly reflecting on the data and the instructional practices and adjusting accordingly.
O
Adaptive Challenges
Force a response outside of the current know-how or expertise. They cannot be addressed
A
through current structures, organizational designs, or stories about a community.
N
externally imposed change
JP
happens either because of district or state mandates or because of other external factors,
such as an unforeseen turnover in staff or a significant change in the school population
Internally driven change
Deliberately-chosen pathway within the school community, as the principal and other
school leaders see a significant disconnect between the school's vision and mission on the
one hand and its current state on the other
