W430 EXAM II

practical intelligence

"street smarts", people with street smarts know how to adapt to, shape, or select new situations to get their needs met better than people lacking.

cheerleader

(MD) inability to adapt. (RC) Lack of intelligence, technical expertise, or team-building know-how

competent leader

(MD) inability to build and lead teams (RC) lack of organizational fit

taskmasters

(MD) inability to build relationships. (RC) Lack of situational or self-awareness.

figureheads

(MD) inadequate preparation for promotion. (RC) Poor followership; dark side personality traits.

destructive leader

(Managerial Derailment) Failure to meet business objectives (Root Causes) situational and follower factors

Social Skill

As a component of emotional intelligence, social skill is not as simple as it sounds. It's not just a matter of friendliness, although people with high levels of social skill are rarely mean-spirited. Social skill, rather, is friendliness with a purpose: moving people in the direction you desire, whether that's agreement on a new marketing strategy or enthusiasm about a new product.

destructive leadership

Associated with individuals who are effective at building team teams and getting results form others, but who obtain results that are morally or ethically challenged or undermine organizational or community success. Example: Hitler

what is conflict

Conflict occurs when opposing parties have interests or goals that appear to be incompatible. For example, conflict can occur when group or team members (1) have strong differences in values, beliefs, or goals; (2) have high levels of task or lateral interdependence; (3) are competing for scarce resources or rewards; (4) are under high levels of stress; or (5) face uncertain or incompatible demands.

dark side personality traits

Excitable, skeptical, cautious, reserved, leisurely, bold, mischievous, colorful, imaginative, diligent, and dutiful.

the expert

Experts try to exercise control by perfecting their knowledge, both in their professional and personal lives. Exercising watertight thinking is extremely important to Experts. Not surprisingly, many accountants, investment analysts, marketing researchers, software engineers, and consultants operate from the Expert action logic.

the achiever

For those who hope someday to work for a manager who both challenges and supports them and creates a positive team and interdepartmental atmosphere, the good news is that a large proportion, 30%, of the managers in our research measured as Achievers. While these leaders create a positive work environment and focus their efforts on deliverables, the downside is that their style often inhibits thinking outside the box.

Motivation

If there is one trait that virtually all effective leaders have, it is motivation. They are driven to achieve beyond expectations—their own and everyone else's. The key word here is achieve. Plenty of people are motivated by external factors, such as a big salary or the status that comes from having an impressive title or being part of a prestigious company. By contrast, those with leadership potential are motivated by a deeply embedded desire to achieve for the sake of achievement.

Professers Margaret Neale's negotiation tips for job offers:

Negotiation is problem solving. The goal is not to get a deal; the goal is to get a good deal. Four steps to achieving a successful negotiation: Assess, Prepare, Ask, Package. Women increase the chance of a success when a proposal is framed in terms of benefits to your counterparts, team, or organization. Three questions to prepare women to enter a negotiation: Why are you asking? How are you asking? For whom are you asking?

Empathy

Of all the dimensions of emotional intelligence, empathy is the most easily recognized. We have all felt the empathy of a sensitive teacher or friend; we have all been struck by its absence in an unfeeling coach or boss. But when it comes to business, we rarely hear people praised, let alone rewarded, for their empathy. The very word seems unbusinesslike, out of place amid the tough realities of the marketplace.

Ohio state v. michigan

Ohio state broke the leaders into two categories initiating structure and consideration. Michigan broke the leaders into four categories goal emphasis and work facilitation, leader support and interaction facilitation.

The opportunist

Our most comforting finding was that only 5% of the leaders in our sample were characterized by mistrust, egocentrism, and manipulativeness. We call these leaders Opportunists, a title that reflects their tendency to focus on personal wins and see the world and other people as opportunities to be exploited. Their approach to the outside world is largely determined by their perception of control—in other words, how they will react to an event depends primarily on whether or not they think they can direct the outcome. They treat other people as objects or as competitors who are also out for themselves.

Great Man Theory

Research studies that looked at whether certain personality traits, physical attributes, intelligence, or personal values differentiated leaders from followers.

Strong Situations

Situations that are governed by clearly specified rules, demands, or organizational policies- strong situations- often minimize the effects traits have on behavior.

Openness to Experience

Tend to be imaginative, broad-minded, and curious and more strategic, big picture thinks; they seek new experience through travel, the arts, movie, sports reading, going to new restaurants, or learning about new cultures.

the individualist

The Individualist action logic recognizes that neither it nor any of the other action logics are "natural"; all are constructions of oneself and the world. This seemingly abstract idea enables the 10% of Individualist leaders to contribute unique practical value to their organizations; they put personalities and ways of relating into perspective and communicate well with people who have other action logics.

the alchemist

The final leadership action logic for which we have data and experience is the Alchemist. Our studies of the few leaders we have identified as Alchemists suggest that what sets them apart from Strategists is their ability to renew or even reinvent themselves and their organizations in historically significant ways. Whereas the Strategist will move from one engagement to another, the Alchemist has an extraordinary capacity to deal simultaneously with many situations at multiple levels. The Alchemist can talk with both kings and commoners. He can deal with immediate priorities yet never lose sight of long-term goals.

Personality

There are two different meanings, the first refers to the impression a person makes on others. The second, emphasizes the underlying, unseen structures and processes inside a person that explain why we behave the way we do, why each person's behavior tends to be relatively similar across different situations, yet also different from another person's behavior.

the diplomat

This action logic is focused on gaining control of one's own behavior—more than on gaining control of external events or other people. According to the Diplomat's action logic, a leader gains more enduring acceptance and influence by cooperating with group norms and by performing his daily roles well.

Weak Situations

Traits that play a particularly important role in determining how people behave in unfamiliar, ambiguous situations.

the strategist

Whereas the Individualist masters communication with colleagues who have different action logics, the Strategist masters the second-order organizational impact of actions and agreements. The Strategist is also adept at creating shared visions across different action logics—visions that encourage both personal and organizational transformations. According to the Strategist's action logic, organizational and social change is an iterative developmental process that requires awareness and close leadership attention.

Divergent vs. Convergent thinking

assessing creativity is no simple matter. Tests of creativity, or divergent thinking, differ from tests that assess convergent thinking. Tests of convergent thinking usually have a single best answer; good examples here are most intelligence and aptitude tests. Conversely, tests of creativity or divergent thinking have many possible answers.

credibility

can be defined as the ability to engender trust in other. Leaders with high levels of credibility are seen as trustworthy; they have a strong sense of right and wrong, stand up and speak up for what they believe in, protect confidential information, encourage ethical discussions of business or work issues, and follow through with commitment.

how community leadership is different from leading a corporation?

community leaders do not have any position power; they cannot discipline followers who do not adhere to organizational norms, get tasks accomplished, or show up to meetings. They also tend to have fewer resources and rewards than most other leaders. Because there is no formal selection or promotion process, anyone can be a community leader

o Five General approaches to managing conflict

competition, accommodation, sharing, collaboration, Avoidance

Neuroticism

concerned with how people react to stress, change, failure, or personal criticism. Leaders lower in neuroticism tend to be thick skinned, calm, and optimistic, tend not to take mistakes or failures personally, and hide their emotions; those higher in neuroticism are passionate, intense, thin skinned, moody, and anxious and lose their tempers when stressed or criticized .

Agreeableness

concerns how one gets along with, as opposed to gets ahead of, others. Individuals high in agreeableness come across to others as charming, diplomatic, warm, empathetic, approachable, and optimistic; those lower in agreeableness are more apt to appear as insensitive, socially clueless, grumpy, cold, and pessimistic.

Conscienciousness

concerns those behaviors related to peoples approach to work. Leaders who are higher in conscientiousness tend to be plan full, organized, and earnest, take commitments seriously, and rarely get into trouble.

managerial incompetence

concurs a person inability to build teams or get results through others. A majority of people in positions of authority can (1) build teams but not get results; (2) get results but destroy team moral and cohesiveness; or (3) neither build teams nor get results.

managerial derailment

describes the common reasons why people ion positions of authority have difficulties building teams or getting results through others.

The six root causes of managerial incompetence and derailment

destructive leader, competent leaders, taskmasters, cheerleaders, figurheads

analytic intelligence

general problem solving ability and can be assessed using standardized mental abilities tests.

Extraversion

involves behaviors that are more likely to be exhibited in group settings and are generally concerned with getting ahead in life.

avoidance

involves indifference to the concerns of both parties. It reflects a withdrawal from or neglect of any party's interest.

leadership pipeline

is a useful model for explaining where leaders need to spend their time. What they should be focusing on and what they should be letting go, and the types of behaviors they need to exhibit as they move from first line supervisor to functional manager to chief executive officer. The pipeline also describes the lessons people should learn as they occupy a particular organizational level and the challenges they will likely face as they transition to the next level. As such, this model provides a type of road map for people wanting to occupy the top leadership positions in any organization.

sharing

is an approach that represents a compromise between domination and appeasement. Both parties give up something, yet both parties get something. Both parties are moderately, but incompletely, satisfied.

self-awarness

is the first component of emotional intelligence—which makes sense when one considers that the Delphic oracle gave the advice to "know thyself" thousands of years ago. Self-awareness means having a deep understanding of one's emotions, strengths, weaknesses, needs, and drives. People with strong self-awareness are neither overly critical nor unrealistically hopeful. Rather, they are honest—with themselves and with others.

Five Factor Model

most trait like terms people use to describe others' behavioral patterns can be reliably categorized into five broad personality dimensions. OCEAN

Negotiation: Fisher and Ury's negotiating tips.

o Separate the people from the problem o Focus on Interests, not Positions:

we discovered that three distinct but interdependent forms of networking

operational, personal, and strategic

Intelligence

persons all around effectiveness in activities directed by thought.

Traits

refer to recurring regularities or trends in a person's behavior, and the trait approach to personality maintains that people behave as they do because of the strengths of the traits they posses.

Consideration

refers to how friendly and supportive a leader is toward subordinates. Leaders high in consideration engage in many different behaviors that show supportiveness and concern, such as speaking upf or subordinates interests, caring about their personal situations, and showing appreaction for their work.

Initiating strategy

refers to how much a leader emphasizes meeting work goals and accomplishing tasks. Leaders high in initiating structure engage in many different task related behaviors, such as assigning deadlines, establishing performance standards, and monitoring performance levels.

competition

reflects a desire to achieve one's own ends at the expense of someone else. This is domination, also known as a win lose orientation.

accommodation

reflects a mirror image of competition entirely giving in to someone else's concerns without making any effort to achieve ones own ends. This is a tactic of appeasement.

collaboration

reflects an effort to fully satisfy both parties. This is a problem solving approach that requires the integration of each party's concerns.

self-regulation

which is like an ongoing inner conversation, is the component of emotional intelligence that frees us from being prisoners of our feelings. People engaged in such a conversation feel bad moods and emotional impulses just as everyone else does, but they find ways to control them and even to channel them in useful ways.

creative intelligence

which is the ability to produce work that is both novel and useful.