MGT1101 L&DM: Chapter 2 - Leader Development

Peterson and Hicks

According to them, the best informal coaching generally consists of five steps: forging a partnership, inspiring commitment, growing skills, promoting persistence, and shaping the environment

purpose

Beliefs about how one understands one's roles in work and life, and the implications of those beliefs for the kind of life one lives

reverence

Beliefs associated with respecting and caring for all creation, and honoring the needs and identities of everyone in every culture

authenticity

Beliefs grounded in self-knowledge, and behavior consistent with deep convictions

learning

Beliefs regarding the capacity to develop increasingly complex and nuanced knowledge and skills in new and diverse situations, and integrate them into practice throughout one's career and lifespan

flaneur

Beliefs that undergird how one balances active participation in the events of one's life with alternating periods of observation, reflection, detachment, and rest

informal mentoring

Occurs when protege and mentor build a long term relationship based on friendship, similar interests, and mutual respect

attribution

Perception is inherently an interpretive, or a meaning-making, activity

webs of belief

a concept introduced by Patricia O'Connell that uses constructs to underscore how leadership development is becoming more complex in response to how the demands of leadership are becoming more complex as a result of factors like globalization and the technological revolution

mentoring

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

perception

affects all three phases of AOR model and thus plays an important role in what anyone will extract from a leadership course or from any leadership situation

formal mentoring

an organization assigns an inexperienced but high-potential leader to a top executive in the company

attribution

are the explanations we develop for the characteristics, behaviors, or actions to which we attend

Leader development

became useful when referring to methods intended to facilitate growth in an individual's perspectives or skills.

mentor

experienced person willing to take an individual under their wing; someone who is 2-4 levels higher and may not be part of the organization

individualized feedback

form of personality, intelligence, values, or interest test scores or leadership behavior ratings

Mitchell and associates

found that supervisors were biased toward making dispositional attributions about a subordinate's substandard performance and, as a result of these attributions, often recommended that punishment be used to remedy performance deficits

coaching

helps the leaders improve the bench strength of the group equipping people with tools, knowledge and opportunities

double-loop learning

involves a willingness to confront your own views and an invitation to others to do so, too

formal training

most common approach to developing leaders

reflection

most important yet neglected component of AOR model provide leaders with a variety of insights into how to frame problems differently, look at situations from multiple perspectives, or better understand subordinates

self-fulfilling prophecy

occurs when our expectations or predictions play a causal role in bringing about the events we predict

Conger

offered this assessment: "Leadership programs can work, and work well, if they use a multi-tiered approach Effective training depends on the combined use of four different teaching methods which I call personal growth, skill building, feedback, and conceptual awareness."

teacher-mentor

one of the fundamental archetypes of leadership that cares about developing others and works beside them as a role model

revolutionary-crusader

one of the fundamental archetypes of leadership that challenges the status quo and guides adaptation

after event reviews (AERs)

It turns out that although unaided learning from experience is difficult for all the reasons just noted, it can be enhanced through a practice of systematic reflection or ____________

simulations and games

These are relatively structured activities designed to mirror some of the challenges or decisions commonly faced in the work environment

Return on Investment (ROI)

both positive and substantial in leadership development

informal coaching

can be used to diagnose why behavioral change is not occurring and what can be done about it effective for both high-performing and low-performing followers

perceptual set

can influence any of our senses, and they are the tendency or bias to perceive one thing and not another

Eden and Shani

conducted a field experiment in which they told leadership instructors their students had unknown, regular, or high command potential collected an evidence to support the effects of self-fulfilling prophecy on leadership training

case studies

describe leadership situations and are used as a vehicle for leadership discussions

Argyris

described an intensive effort with a group of successful chief executive officers who became even better leaders through increased self-awareness

single-loop learning

describes a kind of learning between the individual and the environment in which learners seek relatively little feedback that may significantly confront their fundamental ideas or actions

formal coaching

designed for the specific needs and goals of individual executives and managers in leadership positions

after event reviews (AERs)

involved reflection and facilitated discussion on personal leadership experiences such as what the potential impact of alternative leadership behaviors might have been and how individuals believe they might behave differently in the future

experience

is not just a matter of what events happen to you; it also depends on how you perceive those events.

informal coaching

leaders helps followers to change their behaviors

experience

leadership is learned from __________

visionary-alchemist

one of the fundamental archetypes of leadership that imagines possibilities that can benefit all members and brings them into reality

father-judge

one of the fundamental archetypes of leadership that provides oversight, control, moral guidance, and caring protectiveness

warrior-knight

one of the fundamental archetypes of leadership that who takes risks and action in a crisis

role playing

participants are assigned parts to play (such as a supervisor and an unmotivated subordinate) in a job-related scenario

in-basket exercises

participants are given a limited amount of time to prioritize and respond to a number of notes, letters, and phone messages from a fictitious manager's in-basket

formal coaching programs

provide similar kind of service for executives and managers in leadership positions

development planning

provides methodology for leaders to improve their behavior, and much of this development can occur as they go about their daily work activities

training programs

refers to leadership development activities that typically involve personnel attending a class, often for several days or even a week

actor-observer difference

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

action learning

refers to the use of actual work issues and challenges as the developmental activity itself

Argyris

said that most people interact with others and the environment on the basis of a belief system geared to manipulate or control others, and to minimize one's own emotionality and the negative feelings elicited from others

Action-Observation-Reflection 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 (take credit) for one's successes

fundamental attribution error

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

Spiral of Experience

the most productive way to develop as a leader is to travel along the ______________

mid-level managers

use individualized feedback, case studies, presentations, role playing, simulations, and in-basket exercises to improve interpersonal skills, oral and written communication skills, time management, planning, and goal setting

first level supervisors

use lectures, case studies and role playing focus on training, monitoring, giving feedback, and conducting performance reviews

service learning

used to inculcate values such as social responsibility and expectation to become engaged in one's community

perceptual set

we are selective in what we attend to and what we, in turn, perceive