Chapter 2

Perceptual sets

we don't hear and notice everything, we are selective in what we attend to and what we, in turn, perceive. Many factors can trigger a perceptual set, such as feelings, needs, prior to experience, and expectations.

Self-fulfilling prophecy

when our expectation or predictions play a causal role in brining about the event we predict.

Double-loop learning

willingness to confront one's own views and an invitation to others to do so, too

Mentoring has the following 3 functions:

- Psychosocial support: involves sharing personal problems and exchanging confidences, providing acceptance and friendship, and confirming protégés' behavior - Career support: includes providing challenging assignments, giving job coaching, sponsoring career advancement, fostering positive exposure and visibility, and protecting protégés from adverse org. forces - Role-modeling: refers to guiding protégés through mentors' values, attitudes, and behavior

Informal coaching 5 steps

- forging a partnership - inspiring commitment - growing skills - promoting persistence - shaping the environment

Action Learning

Involves the use of actual work issues and challenges as the development activity itself

Single-loop learning

between individual and environment in which learners seek relatively little feedback that may significantly confront their fundamental ideas or actions.

Attribution

explanations we develop for the behaviors or actions we attend to.

Actor/observer difference

people who are observing an action are much more likely than the actor to make the fundamental attribution error.

Mentoring

personal relationship in which a more experienced mentor acts as a guide, role model, and sponsor of a less experienced protégé.

Coaching

process of equipping people with the tools, knowledge, opportunities they need to develop & become more successful.

Development planning

process that helps leaders to accelerate the development of their own leadership skills.

Formal coaching

programs are designed for the specific needs and goals of individual executives and mangers in leadership positions

Action-observation-reflection (A-O-R) model

shows that leadership development is enhanced when the experience involves three different processes: Action Observation Reflection

Self-serving bias

tendency to make external attributions (blame the situation) for one's own failures yet make internal attributions 9take credit) for one's successes.

Fundamental attribution error

tendency to overestimate the dispositional causes of behavior and underestimate the environmental causes when others fail