CFLM (PRELIMS)

35問 • 1年前

ユーザ名非公開

通報

問題一覧

ABILITY TO LEAD, GUIDE AND INFLUENCE.

LEADERSHIP

FIRST STAGE OF LEADERSHIP

SELF-LEADERSHIP

EACH ENTITY MUST HAVE VISION

CLARITY OF PURPOSE

TAKING RISK ESSENTIAL ASPECT

AIM AT SUCCESS AND TAKE REASONABLE RISK

TAKING A BREAK TO REFLECT ABOUT YOUR LIFE.

SPEND TIME TO REFLECTION

LEARN TO BE INTOLERANT

DONT TOLERATE JUST ANYTHING

SUCCESSFUL LEADERS RECOGNIZE THEIR ERRORS

MAKE MISTAKE BUT NEVER THE SAME MISTAKE TWICE

IF YOU WANT TO BE A LEADER BEGIN TO ACT LIKE ONE

LEAD BY EXAMPLE

ONES WITH REAL VALUES AND ETHICS ARE THE MOST TRUSTWORTHY LEADERS

KNOW YOUR VALUES AND STICK TO THEM

YOU CANT BE A LEADER UNLESS YOU HAVE TRUE INTENTIONS

MOVE TOWARDS PURPOSE

GREAT LEADERS ARE WORKING HARD TO IMPROVE

KEEP IMPROVING YOURSELF

TRAITS LEAD PEOPLE NATURALLY INTO LEADERSHIP ROLES

TRAIT THEORY

CRISIS OR IMPORTANT EVENT CAN CAUSE A PERSON TO RISE

GREAT EVENTS THEORY

WIDELY ACCEPTED THEORY

TRANSFORMATIONAL THEORY

GIVE ORDER AND ASSUME PEOPLE WILL FOLLOW

AUTOCRATIC LEADERSHIP

LEADERSHIP THAT EMPHASIZES ON HIS SUBORDINATES

DEMOCRATIC LEADER

LEADERSHIP THAT REQUIRES HIGH DEGREES OF INVOLVEMENT

CONSULTATIVE LEADER

ALLOWS THE EMPLOYEE TO MAKE DECISIONS

DELEGATIVE FAIR OF LEADERSHIP

REFERRED TO AS LAISSEZ FAIRE

FREE REIN

LEADER GIVE DEFINITE ASSIGNMENT

LEADERSHIP BY ASSIGNMENT

LEADER TAKES PAIN IN TEACHING AND EXPLAINING

LEADERSHIP BY TEACHING AND EXPLAINING

HIGHEST FORM OF BUILDING A GOOD RELATIONSHIP IN AN ORGANIZATION

LEADERSHIP BY INSPIRING AND MOLDING

MAINTAINING AN UNDERSTANDING OF THE SITUATION AND ENSURES PROPER IMPLEMENTATION

SUPERVISION

CREATE RESENT AND DECREASE MORALE AND MOTIVATION

OVER SUPERVISION

LEADS TO MISCOMMUNICATION

UNDER SUPERVISION

RECEIVING OF FEEDBACK AND UNDERSTANDING THE FEEDBACK

EVALUATION

STRUCTURED LESSON DESIGNED TO GIVE PEOPLE THE KNOWLEDGE

TRAINING

DESIGNED TO HELP THE EMPLOYEE DEVELOP MORE EXPERTISE

COACHING

ABILITY OF A PERSON THAT HAVE CONTROL TO ANOTHER PERSON ACTION

POWER

POWER BASED ON FEAR

COERCIVE POWER

POWER BASED ON REWARDS AND BENEFITS

REWARD POWER

POWER OF A PERSON RECEIVES IN A ORGANIZATIONS FORMAL HIERARCHY

LEGITIMATE POWER

SPECIAL SKILLS AND KNOWLEDGE

EXPERT POWER

WEALTH OR PERSONAL TRAITS

REFERENT POWER

LEADER POWER THAT PROVIDES INFORMATION

INFORMATIONAL POWER

CDI3 (PRELIMS)

CDI3 (PRELIMS)

CLJ 2 (PRELIMS)

CLJ 2 (PRELIMS)

FORENSIC3 (PRELIMS)

FORENSIC3 (PRELIMS)

CLJ3 (PRELIMS)

CLJ3 (PRELIMS)

LEA4 (PRELIMS)

LEA4 (PRELIMS)

CDI4 (PRELIMS)

CDI4 (PRELIMS)

CRIM4 (PRELIMS)

CRIM4 (PRELIMS)

CDI 4 (PRELIMS) PART 2

ユーザ名非公開 · 27問 · 1年前

CDI 4 (PRELIMS) PART 2

CFLM2 (MIDTERMS)

CFLM2 (MIDTERMS)

CDI3 (MIDTERMS)

CDI3 (MIDTERMS)

FOR3 (MIDTERMS)

FOR3 (MIDTERMS)

CLJ2 (MIDTERMS)

CLJ2 (MIDTERMS)

CLJ3 (MIDTERMS)

CLJ3 (MIDTERMS)

CRIM 4 (MIDTERMS)

CRIM 4 (MIDTERMS)

FOR3 (MIDTERMS) PART 2

ユーザ名非公開 · 59問 · 1年前

FOR3 (MIDTERMS) PART 2

CRIM4 (MIDTERMS) PT2

CRIM4 (MIDTERMS) PT2

問題一覧

ABILITY TO LEAD, GUIDE AND INFLUENCE.

LEADERSHIP

FIRST STAGE OF LEADERSHIP

SELF-LEADERSHIP

EACH ENTITY MUST HAVE VISION

CLARITY OF PURPOSE

TAKING RISK ESSENTIAL ASPECT

AIM AT SUCCESS AND TAKE REASONABLE RISK

TAKING A BREAK TO REFLECT ABOUT YOUR LIFE.

SPEND TIME TO REFLECTION

LEARN TO BE INTOLERANT

DONT TOLERATE JUST ANYTHING

SUCCESSFUL LEADERS RECOGNIZE THEIR ERRORS

MAKE MISTAKE BUT NEVER THE SAME MISTAKE TWICE

IF YOU WANT TO BE A LEADER BEGIN TO ACT LIKE ONE

LEAD BY EXAMPLE

ONES WITH REAL VALUES AND ETHICS ARE THE MOST TRUSTWORTHY LEADERS

KNOW YOUR VALUES AND STICK TO THEM

YOU CANT BE A LEADER UNLESS YOU HAVE TRUE INTENTIONS

MOVE TOWARDS PURPOSE

GREAT LEADERS ARE WORKING HARD TO IMPROVE

KEEP IMPROVING YOURSELF

TRAITS LEAD PEOPLE NATURALLY INTO LEADERSHIP ROLES

TRAIT THEORY

CRISIS OR IMPORTANT EVENT CAN CAUSE A PERSON TO RISE

GREAT EVENTS THEORY

WIDELY ACCEPTED THEORY

TRANSFORMATIONAL THEORY

GIVE ORDER AND ASSUME PEOPLE WILL FOLLOW

AUTOCRATIC LEADERSHIP

LEADERSHIP THAT EMPHASIZES ON HIS SUBORDINATES

DEMOCRATIC LEADER

LEADERSHIP THAT REQUIRES HIGH DEGREES OF INVOLVEMENT

CONSULTATIVE LEADER

ALLOWS THE EMPLOYEE TO MAKE DECISIONS

DELEGATIVE FAIR OF LEADERSHIP

REFERRED TO AS LAISSEZ FAIRE

FREE REIN

LEADER GIVE DEFINITE ASSIGNMENT

LEADERSHIP BY ASSIGNMENT

LEADER TAKES PAIN IN TEACHING AND EXPLAINING

LEADERSHIP BY TEACHING AND EXPLAINING

HIGHEST FORM OF BUILDING A GOOD RELATIONSHIP IN AN ORGANIZATION

LEADERSHIP BY INSPIRING AND MOLDING

MAINTAINING AN UNDERSTANDING OF THE SITUATION AND ENSURES PROPER IMPLEMENTATION

SUPERVISION

CREATE RESENT AND DECREASE MORALE AND MOTIVATION

OVER SUPERVISION

LEADS TO MISCOMMUNICATION

UNDER SUPERVISION

RECEIVING OF FEEDBACK AND UNDERSTANDING THE FEEDBACK

EVALUATION

STRUCTURED LESSON DESIGNED TO GIVE PEOPLE THE KNOWLEDGE

TRAINING

DESIGNED TO HELP THE EMPLOYEE DEVELOP MORE EXPERTISE

COACHING

ABILITY OF A PERSON THAT HAVE CONTROL TO ANOTHER PERSON ACTION

POWER

POWER BASED ON FEAR

COERCIVE POWER

POWER BASED ON REWARDS AND BENEFITS

REWARD POWER

POWER OF A PERSON RECEIVES IN A ORGANIZATIONS FORMAL HIERARCHY

LEGITIMATE POWER

SPECIAL SKILLS AND KNOWLEDGE

EXPERT POWER

WEALTH OR PERSONAL TRAITS

REFERENT POWER

LEADER POWER THAT PROVIDES INFORMATION

INFORMATIONAL POWER