Leader Armor by Edward Pallas - A Study Guide for Police, Leaders, Leadership, Promotional Test

 Leader Armor by Edward Pallas

Study Guide

1. The author of Leader Armor is ____

• Edward Pallas

2. Leader Armor is a combination of ____ and ____ skills that make up your leadership capacity. 

• Hard

• Soft

3. Technical and tactical competencies – are necessary but not sufficient:

• Hard Skills

4. Technical skills that are more likely taught in trade schools and colleges:

• Hard Skills

5. Writing, math, Microsoft office, foreign language competency are examples of:

• Hard Skills

6. People skills, how you deal with yourself, and how you deal with others:

• Soft Skills

7. The theory that the unskilled are often unaware they are unskilled: 

• The Dunning-Kruger Effect (D-K Effect)

8. Part of a group of cognitive biases that fall under the broad term illusory superiority, from social psychology:

• The Dunning-Kruger Effect (D-K Effect):

9. D-K Effect:

• Theory that the unskilled are unaware they are unskilled

• Part of a group of cognitive biases that fall under the broad term illusory superiority, from social psychology.

10. Most people do not understand that leadership is about: 

• RELATIONSHIPS. 

11. His dad set him up with two mental frameworks:

• GROWTH mindset

• LEADERSHIP mindset

12. You become a better leader through the conscious development of your: 

• COMPETENCE. 

13. The most effective way to measure leadership success is to measure: 

• EMPLOYEE ENGAGEMENT. 

14. Management and leadership are not labels; they consist of: 

• BEHAVIORS.

15. Good MANAGEMENT is the foundation for GOOD LEADERSHIP. 

16. Management is different from leadership. Both are ___; but good leadership is built on a foundation of _____. 

• Behaviors

• Management

17. Good leaders do more than influence people; they also create: 

• ENGAGEMENT. 

18. Performance above the minimum standard is called: 

• DISCRETIONARY BEHAVIOR

19. Leader Armor is a metaphor for all the various ____, ____, and ____ a leader uses to influence others ethically. 

• Knowledge

• Skills

• Abilities

20. FOUR stages of COMPETENCE:

• unconscious incompetence

• conscious incompetence

• conscious competence

• unconscious competence

21. You are incompetent but you don’t know it:

• Stage 1, unconscious incompetence. 

22. Where awareness begins:

• Stage 2, conscious incompetence.

23. You figured out what works and what doesn’t:

• Stage 3, Conscious competence. 

24. Two types of leaders make it to this stage of competence: natural born and those who practiced so much it is second nature:

• Unconscious competence

25. HOW TO LEARN 3 Stages: Know, Understand, Apply. In the ___ Stage, you become aware of basic terminology and concepts. Once in this stage, you’ve reached the 2nd Stage of competence (conscious incompetence). 

26. HOW TO LEARN 3 Stages: Understand, 

27. KSA stands for:

• Knowledge, skills, abilities

28. Embracing or admitting you’re a new supervisor who might make mistakes, you’re creating:

• Psychological safety

29. You can find friends with those you lead by: 

• Setting clear boundaries

30. Power is the capacity, the potential, to ___

• Influence others

31. Power that comes only from rank: (the BADGE analogy) (Authority is an analogy) 

• Legitimate Power

32. A subordinate may react in three ways; outcomes include:

• Resistance

• Compliance

• Commitment

33. Recipient opposes you: resistance

34. Recipient does the bare minimum: compliance

35. Recipient goes above and beyond: commitment     discretionary behavior  

36. FIVE Bases of Power:

• Coercive, Reward, Legitimate, Expert, and Referent

37. The HAMMER is an analogy to which of the previous bases of power?

• Coercive - A hammer gets the job done. Most leaders only have one tool of leadership on their belt: the hammer. But leaders needs to develop various tools (soft skills) so they are equipped to handle people problems that come their way. 

38. Theory that humans have basic needs that must be met in hierarchy:

• Maslow’s Theory

39. Performance above the standard; when one is engaged; is referred to as: Discretionary behavior. A person uses his/her discretion in going above/beyond. 

40. Bases of Power Review

• Coercive Hammer - Get the job done

• Reward Carrot - Giving rewards

• Legitimate Badge - Power that comes from rank only, authority is an analogy 

• Expert Manual - Power comes from knowledge

• Referent Magnet - Power to attract people to you, want to please, go above/beyond

41. _____ is the legitimate right to do something. ____ is the capacity, the potential, to influence others.

• Authority; Power

42. Use ___ to influence others. ____ is the legitimate right, the badge, to do something. 

• Power; Authority 

43. Dr. Kelley’s FOLLOWERSHIP model   

• Independent critical thinkers VS dependent uncritical thinkers

• Active followers VS passive followers

44. FOUR Types of FOLLOWER-SHIP:  Alienated, Passive, Conformist, Pragmatist, Exemplary

45. Type of follower who is a cynic; high thinking but low engagement; independent; smart but solo:

• ALIENATED follower

46. Type of follower who is a sheep; disengaged and dependent thinker; new recruits most of the time: 

• PASSIVE follower

47. Type of follower who is a suck-up; low thinking but highly engaged:

• CONFORMIST follower

48. Type of follower who is a survivor; just getting by; in the middle; middle thinking; middle engaged:

• PRAGMATIST follower

49. Type of follower who is a superstar; a critical thinker who is fully engaged; a great leader:

• EXEMPLARY follower

50. Ethical behavior can be guided using the Spartan S.P.E.A.R. Model:  Stress, Professionalism, Explain (your actions), Accountability, Respect

• Stress - The amygdala (primitive) hijack; must control this part of the brain

• Professionalism - Appearance, behavior, and your knowledge matter

• Explain  your actions - Take the time and make the effort to explain the ‘why’ 

• Accountability - to yourself and those you lead

• Respect - building trust

51. MOTIVATION - from Latin “movere” which means TO MOVE - if you are motivated, you move towards a goal. 

52. From Latin “movere” which means to move, if you are this, you move toward a goal:

• MOTIVATION or Motivated 

53. Once minimum expectations are set, focus on getting a little more done, or take action towards new goals. This is referred to as _______. Next, we must understand motivational approaches. 

• discretionary effort

54. MOTIVATION (Latin movere - to move) APPROACHES /// aka discretionary efforts to reach new goals

• EXTRINSIC motivation - carrots (rewards) and sticks (coercive); OPERANT CONDITIONING

• INTRINSIC motivation - from within / neuroscience

55. _____ Conditioning is using rewards and coercion (carrots and sticks); not usually effective, especially long term

• OPERANT

56. Timely, specific, and meaningful ____ feedback

• Positive

57. Positive feedback needs to be three things:   

• Timely, Specific, and Meaningful 

58. ARETE recipe build on ___ ___ theory  — theory of motivation 

• SDT  = Self Determination Theory

59. The ARETE Recipe, A.R.E.T.E. Stands for:

• Autonomy, the ability to choose. Micromanaging kills autonomy. 

• Relatedness, connection, belonging, attachment to others. 

• Expertise, KSA

• Trust, when words are congruent with actions, trust develops 

• Expectations. Define what is required. Define the minimum. Anymore is discretionary behavior. Assume the best of people (Pygmalion effect) vs. assume worst (Golem effect) 

60. When giving positive feedback, it releases a DOSE - A dose of dopamine and other chemicals in the brain. This will encourage discretionary behavior, set new goals, go above/beyond

61. _ _ academic - a nerd; a practicing academic. Edward Pallas the author is this. 

• Pracademic 

62. Three step process to LEARNING:

• 1. Know - A General Knowledge. In the ___ Stage, you become aware of basic terminology and concepts. Once in this stage, you’ve reached the 2nd Stage of competence (conscious incompetence). 

• 2. Understand - Comprehend, grasp, discern.  “Aha” moment magic 

• 3. Apply - Where you “do” leadership. / Acronym LEAD ME? F.U.! System

63. LEAD ME FU. — for people problems

• L - Look and Listen      LBWA = Leadership by walking around

• E - Empathize 

• A - Ask Questions

• D - Decide

• M - Motivation or Ability? 

• E - Establish and Execute your plan

• F / U - Follow up

64. LBWA stands for

• Leadership by walking around

65. This first stage of learning is where you show up, see and hear, observe, get a feel for what normal is. LBWA (Leadership by Walking Around)

• LEAD ME FU - L for Look and Listen

66. This stage of learning is where you have the ability to understand another person’s point of view. 

• LEAD ME FU - E for empathize

67. This stage of learning is where you demonstrate you care by asking questions. 

• LEAD ME FU - A is for Asking Questions

68. This stage of learning is where you choose a path, but be aware of the 1st decision trap (deciding too slowly) and the 2nd decision trap (decided too quickly). In this stage, ask yourself: is this a problem or an opportunity?

• LEAD ME FU - D is for Decide

69. This stage of learning is where a problem has been identified, but you must find out if its a problem of motivation or ability.  Performance issue? Is it Motivation or Ability? 

• LEAD ME FU - M stands for Motivation or Ability

1. If its a Motivation Problem (SOFT skills) - The plan could involve coercion (sticks/hammer) or rewards (carrots); or the A.R.E.T.E. Recipe; or a DOSE motivation cocktail. 

2. Its its an Ability Problem (HARD skills) - Retraining, mentoring, coaching, develop KSA

70. This stage of learning is where you STOP, THINK, and ACT

• LEAD ME FU - E stands for Execute or Establish a Plan

71. This final stage of learning is where you _______

• LEAD ME FU - FU stands for Follow Up

72. STOP, THINK, and ACT is part of what stage of the LEAD ME FU model for people learning? 

• Execute and Establish a Plan stage

73. Listening made SIMPLE

• We speak at 125 words per minute. We understand at 400 words per minute

• So when someone is speaking to us, we’re only using 32% of our brain capacity. Thereforre we get bored and our minds wander. You zone out.

• To combat this, we must develope ACTIVE LISTENING skills

74. Steps of the SIMPLE model

S - Single Task, focus on conversation only (phone off, shut laptop, reduce noise)

I - Inquire, ask questions to find common ground

M - Minimal Encouragers, No more than 50% of the conversation should be YOU talking. Use subtle words, phrases or body language designed to motivate speech, “Tell me what happened next…”

P - Paraphrase, rephrasing essential meaning of what is said, “So I’m hearing that…”

L - Label emotions, acknowledge positive and negative emotions. Acknowledge a negative emotion by saying, “You sound upset” 

E - Embrace silence, resist urge to fill the silence, listening requires silence. 

75. Define Feedback: Sharing information and your perceptions with another person about the nature, quality and impact of their behavior on the mission and goals of the organization

76. What type of feedback is most effective: POSITIVE

77. What is the HOT STOVE RULE? A management principle for delivering NEGATIVE feedback and discipline

78. Four steps of the HOT STOVE RULE:

• Forewarning- STOVE shows RED.  clear expectations

• Immediate Consequences- STOVE BURNS.Conversations about expectations take place immediately

• Consistency- STOVE ALWAYS HOT consistent feedback when expectations are not met

• Impartial- STOP BURNS WITHOUT BIAS treat everyone equally as related to behavior

Think of the Hot Stove Rule like handling a hot stove: 1. You're warned it's hot (forewarning), 2. You feel the burn right away (immediate consequences), 3. The heat is consistent (consistency), and 4. The stove doesn't play favorites (impartiality).

79. When forming a study group, use the ____ model

• REAP

80. REAP stands for: 

• Respect

• Experience

• All in

• Practice

81. CHAPTER 1 Definition of Leadership by Edward Pallas: the process of influencing human behavior to create engagement, achieve organizational goals, and prepare followers for future leadership roles. 

82. When your learning stops, your leadership stagnates. 

83. The best way to help yourself grow is to help others grow. 

84. There are two reasons leaders do not help others grow:

• Priority - too busy or focused

• Insecurity - Afraid others might surpass them

85. Leadership is not about rank, position, or title. It is about _____

• Relationships

86. Edward Pallas says the most important thing for a leader to learn, the most important leadership trait, where all leadership growth must start, is:

• SELF AWARENESS

1. Two Parts

1. Ability to understand yourself

2. Ability to see how others see you

2. Self aware leaders understand themselves and they understand how others see them. 

• The #1 important leadership trait is: SELF AWARENESS

• Fundamental Attribution Error occurs when we see poor behavior in others, but we excuse our own behavior due to some other environmental factor

87. _____ occurs when what you say and do matches what you think and who you truly are. 

• Congruence