ALDR 3900 Mid-Term Exam

StrengthsQuest

1. Learner-strategic thinking 2. Individualization-relationship building 3. Input- strategic thinking 4. Woo- influencing 5. Communication-influencing Learner: People especially talented in the Learner theme have a great desire to learn and want to continuously improve. In particular, the process of learning, rather than the outcome, excites them. Individualization: People especially talented in the Individualization theme are intrigued with the unique qualities of each person. They have a gift for figuring out how people who are different can work together productively. Input: People especially talented in the Input theme have a need to collect and archive. They may collect information, ideas, history, or even relationships. Woo: People especially talented in the Woo theme love the challenge of meeting new people and winning them over. They derive satisfaction from breaking the ice and making a connection with another person Communication: People especially talented in the Communication theme generally find it easy to put their thoughts into words. They are good conversationalists and presenters.

How do we be more mindful?

10 minute meditation, Journal, Exercise

Kilmann & Thomas Styles of Approaching Conflict (Ch 10 )

A conflict style is a patterned response that people use when approaching conflict. Conflict styles vary along two dimensions: assertiveness and cooperativeness. Assertiveness refers to attempts to satisfy one's own concerns Cooperativeness represents attempts to satisfy the concerns of others The Thomas-Kilmann model identifies five conflict styles. A person's individual style is usually a combination of these five different styles: Competing, Collaborating, Compromising, Avoiding, and Accommodating

Positive Climate

A work environment that fosters positive productivity, quality work, workplace values, commitment to excellence, constructive critism, encouragement for growth, and continuing education.

Identify and explain the 3 leadership competencies as outlined in Northouse.

Administrative, Conceptual, and Interpersonal

Managing People

An effective leader connects with people & understands the tasks, the skills required to perform them, & the overall environment. Includes helping employees to work as a team motivating them to do their best promoting satisfying relationships among employees "Management by walking around" occupies the most time. Few leaders can do with out the skill of managing people. An effective leader connects with people and understands the tasks to be down, those skills required to perform them, and the environment in which people work. BE INVOLVED RATHER THAN A SPECTATOR. For a leader to deal effectively with people requires a host of abilities such as helping employees to work as a team, motivating them to do their best, promoting satisfying relationships among employee's, and responding to their requests.

True Color Green

Analytical, Introverted, Big Picture thinkers, Intellectual, Competence, Knowledge; Should be able to" "Why?", Intellectual, Theoretical, Idea people, Philosophical, Very complex, Perfectionists, Standard setters Visionaries, futurists, Can never know enough, Cool, calm and collected, Work is play - play is work, Often not in the mainstream Abstract, conceptual, global, Need for independence and private time, Explores all facets before making decisions, Knows how to spell and pronounce "big" words, Approaches interpersonal relationships in a logical manner. Greens are esteemed when they: Their competence is acknowledge Intellectualizing relationships Transform work into pleasure "The Box" does not apply to them OTHERS MAY PERCEIVE GREEN AS: Arrogant, a know it all Cold, hard, Insensitive, Head in the clouds, Cool, aloof, unfeeling, Afraid to open up, Critical, fault-finding, Lacking compassion, Unappreciative of others, intellectually demanding, Argumentative, Absent minded GREEN MAY PERCEIVE SELF AS: Confident, Mentally tough, strong Logical, rational, Visionary, inventive, Self-controlled, Enjoying one's own company Good at analysis, Objective, Having ability to reprimand, Having high expectations, Knowledgeable, Thinking deeply

Trait Leadership:

Assumptions: Certain traits are suited for leadership Good leaders have the "correct" trait combination Leaders are born with certain traits 1904-1947 Each of us has unique leadership traits Is it elitist to say only some have leadership? Or, are we all born with certain traits that we can modify and change?

Transformational Leadership:

Assumptions: Inspirational leaders Vision and passion drive this leader Enthusiasm and energy Present

Situational Leadership:

Assumptions: Leaders act differently in different situations Leaders emerge in a particular situation fitting to their skills There is no best way to lead Situational focus - leader behavior 1950's - 1960's

Great Man Theory

Assumptions: Leaders are born, not made. Only a select few can have power and influence Leaders will rise to a need. Mid 1800's - early 1900's

Behavioral Leadership

Assumptions: There is one best way to lead Balance of high concern for both people and production Leaders are made, not born. Leadership is a learnable behavior 1950's - early 1980's It is about the actions of leaders. Leadership requires task and process behaviors.

Be able to identify the key differences between managers and leaders.

Both leadership and Management involve influence, but leadership is about seeking constructive change, and management is about establishing order.

Conflict Resolution

Calm: response when issues/conflicts first arise Collaborating (15) Compromising (15) Avoiding (13) Competing (11) Storm: Response after issues/conflicts have been unresolved and have grown in intensity (15) Accommodating (11) Competing

Content Level conflict

Center on differences in beliefs and values, or goals Belief conflicts occur when others' viewpoints are incompatible with our own. Value conflicts occur when others' values are incompatible with our own. Ex.: Should a first-year college student own a car?

Managing Interpersonal Conflict

Conflict is inevitable. Conflict creates the need for change and occurs as the result of change. Conflict can be defined as a struggle between two or more individuals over perceived differences regarding substantive issues (correct procedure to follow) or over perceived differences regarding relational issues (the amount of control each individual has within a relationship. Conflict is not unhealthy or necessarily bad. If conflict is managed in a healthy and productive way conflict can reduce stress, an increase in creative problem solving, and a strengthening of leader-follower and team member relationships.

Laissez-faire leadership style

Dissimilar to both Theory X & Theory Y— typically considered to be non leadership. The leader is nominal & only engages in minimal influence Literally takes a "hands off" attitude. Outcomes of this style: Very few, if any, positive outcomes Negative outcomes: Very little accomplished Group members feel directionless Group members become unmotivated & disheartened

Communication Talent

Enjoy explaining, describing, speaking, etc. Need to bring things to life "Stickiness factor" Powerful word combinations, phrases, Clarity Good storyteller

Describe briefly each of the 4 SQ domains

Executing, Influencing, Relationship building, and Strategic thinking.

True Color Orange

Extroverted, competitive, vocal, loves to party; Skillfulness Freedom; Playful, Energetic, Charming, Risk-taker, "Just do it", Test limits, Quick witted, Master negotiaton, Creative, inventive, "Let's make a deal", A natural entertainer, High need for mobility, Visual and kinesthetic, Pushes the boundaries, Natural nonconformist, Thrives on competition, Likes tangible rewards, External focus of control, Stimulates the economy, Impulsive and spontaneous, Appreciates immediate feedback, Tends to be left/right brain, integrated, Most productive in informal environments Oranges are esteemed when they: Have the freedom to act on impulse Enjoy new ideas and goals Are with people Deal with pressure Act without reservation OTHERS MAY PERCEIVE ORANGE AS: Goofing off too much Manipulative Untrustworthy Unable to stay on task Scattered Taking unnecessary risks Resisting closure or decisions Obnoxious Immature Self-centered ORANGE MAY PERCEIVE SELF AS: Flexible, easy-going Having a playful attitude Exploring new possibilities Clever, good negotiator Open to change Having many interests Able to do many things Adventurous, courageous Valuing freedom Bold, assertive Fun-loving, enjoying life Independent

Justice (Civic strengths)

Fairness, leadership, and teamwork

Nelson Mandela

First black president of South Africa & 1993 Nobel Peace Prize Winner for his role in ending apartheid Traits: Self-reflective & deeply moral Vision unwavering—fairness & justice Steadfast, focused, & disciplined Nonviolent & not vindictive Consensus builder Courageous, patient, humble, & compassionate

Determination

Focused & attentive to tasks Know where to go & how to get there. Includes initiative, persistence, & drive.

Temperance (Strengths Over Excess)

Forgiveness, modesty, prudence, self regulation

George Washington (1732-1799)

Founding farther of the US. Leadership was pivotal in the development of this countries government. He was truly respected by everyone from low ranking soldiers to public officials. He was a man of great integrity who was a good listener. Washington lead in the colonies to victory over Great Britain in the Revolutionary War. He was elected by 100% of the electoral college as the first president of the United States. Although he had the peoples support he chose not to serve a third term. o Traits and Characteristics ♣ A modest man with great moral character who demonstrated integrity, virtuousness, and wisdom in his leadership. ♣ He kept a daily record of his work. ♣ Brave and tenacious rather than use power to his own ends, he gave up his position as commander in chief after the war. He provided stability, reason, and order after the American revolution. ♣ Made him predictable and trustworthy. ♣ He was a prudent leader who made sound judgment and provided balance and wisdom. ♣He was great because he was good.

Describe the evolution of leadership [Trait, Situational, Servant, & Transformational Leadership approaches] (Ch. 1(pg. 2 or 3)

Great Man Theory Trait Approach Behavior Approach Situational Approach Relational Approach "New Leadership" Approach Emerging Leadership Approaches

Integrity

Honest & trustworthy with strong principles. Inspire confidence because it creates trust. Loyal, dependable, & not deceptive. To increase integrity—be honest & open

Relational level conflict

How we relate to each other. Also known as "personality clashes" Center on issues of esteem, control, or affiliation Esteem is one of the major human needs: We desire to have an effect on our surroundings and to be seen as worthy of respect. When our esteem needs aren't met, we experience relational conflict. Control issues are common in interpersonal conflict. Each of us desires to have an impact on others. Having control increases our feeling of potency and minimizes feelings of helplessness. When we see others hindering us or limiting our control, conflict often results.

Mother Teresa

Humanitarian & Nobel Peace Prize Winner (1979) for her work with the poor in Calcutta Founded Missionaries of Charity in 1950. Traits: Simple, Clear mission—focused on goals, Determined & fearless. Humble & spiritual, Strong-willed, and Role model for others

Input Talent

Inquisitive Collect things Find many things interesting Keep many possibilities in mind Crave information A 'few minutes' on the net turns into hours

Relationship Building

Interpersonal bonding, forming deeply meaningful, close, and strong personal relationships Adaptability Developer Connectedness Communication Empathy Harmony Includer Individualization Positivity Relator Responsibility

Relationship Building Theme:

Interpersonal bonding, forming deeply meaningful, close, and strong personal relationships Adaptability Developer Connectedness Communication Empathy Harmony Includer Individualization Positivity Relator Responsibility

Influencing

Interpersonal strengths that enable a person to impact or influence others in powerful ways. Activator Command Communication Self assurance Significance Competition Developer Positivity Maximizer Woo

Influencing Themes or Impacting

Interpersonal strengths that enable a person to impact or influence others in powerful ways. Activator Command Communication Self assurance Significance Competition Developer Positivity Maximizer Woo

Individualization Talent

Intrigued by unique abilities of others Dislike generalizations Naturally observe others Draw out the best in others See how others can work well together Build productive teams

humanity (interpersonal Strength)

Kindness, love, social intelligence

Servant Leadership:

Leaders as servants

Authoritarian Leadership style

Like Theory X, this leadership style perceive subordinates as needing direction. Authoritarian leaders exert influence & control over group members.Communication is top-down.The agenda is set by the leaders. Outcomes of this style: Positive Outcomes:Efficient & productive, More can be accomplished in a short period of time Negative Outcomes: Fosters dependence, submissiveness, & decreases individuality Can create hostility & discontent

Charisma

Magnetic charm and appeal that gives leaders exceptional powers of influence To increase charisma: Be a strong role model for values Be competent in leadership to gain trustArticulate clear goals & strong valuesEx.: J. F. Kennedy, Gandhi, M. L. King Jr.

Executing

Motivational strengths that generate and focus energy to achieve and accomplish a lot. Achiever Focus Activator Restorative Adaptability SelfAssurance Belief Significance Discipline Arranger Consistency Deliberative

Striving Themes or Executing

Motivational strengths that generate and focus energy to achieve and accomplish a lot. Achiever Focus Activator Restorative Adaptability SelfAssurance Belief Significance Discipline Arranger Consistency Deliberative

Winston Churchhill (1874-1965)

One of the greatest statesman and orators of the 20th century and a talent painter and prolific writer (Intelligent) o Received the Nobel Prize in Literature in 1953. o Served in the military in World War i. o Became prime minister of Great Britain and remained in the office until World War II. When Germans threatened to invade Britain Churchhill stood strong. o Traits and Characteristics ♣ In his education he did not standout as superior to others ♣ On a societal level he was a loner who had few friends ♣ Suffered from depression ♣ Voracious reader, plain speaking, decisive, detail oriented, and informed. ♣ Ambitious, but not out of self interest ♣ He had a masterful use of language (used words and imagery in powerful ways that touched the hearts of many and set the moral climate of the war. ♣ Had the ability to build hop and inspire others to rise to the challenge ♣ His stoicism and optimism were an inspiration to his people and all the allied forces

True Color Blue

Peaceful, Soft, Caring, Popular, Mediators, they don't like conflict; Relationships, Authenticity Mediators, Optimistic, Caretakers, Passionate, Peacemakers, True romantics, Cause-oriented, Need to feel "special", Always has a kind word, Enjoys symbols of romance, Strong sense of spirituality, Sensitive to needs of others, Peace, harmony, relationships, Motivate and encourage others, Cooperative rather than competitive. Blues are esteemed when they: Relate on a personal level Achieve identity through contribution Follow through to the end Tap into universal harmony OTHERS MAY PERCEIVE BLUE AS: Very emotional, Overly sensitive Mushy, Too tender-hearted, Easily persuaded, Too nice, Too trusting Smothering, Too soft, too giving, Weak, Talking too much, Illogical BLUE MAY PERCEIVE SELF AS: Having feelings, Compassionate, Romantic , Idealistic, Empathetic, Caring, Seeing best in others, Nurturing, Liking to please people, Wanting harmony, Great communicator, Valuing feelings

Theory Y

People like work, People are self motivated, and people accept and seek responsibility; I want responsibility, I love my job, relationship oriented; Assumption 1: The average person does not inherently dislike work. Doing work is as natural as play. Assumption 2: People will show responsibility and self control toward goals to which they are committed. Assumption 3: In the proper environment the average person learns to accept and seek responsibility. If a leaders philosophy is similar to Theory Y: it means that the leader views people as capable and interested in working. Even though theory Y leaders may define work requirements, they do not try to control workers. To these leaders, subordinates are not lazy. These leaders are very attuned to helping subordinates find their passion for what they want to do.

Interpersonal Skills

People skills—the abilities that help a leader to work effectively with subordinates, peers, & superiors, to accomplish the organization's goals Divided into three specific skill sets: Being Socially Perceptive Showing Emotional Intelligence Managing Interpersonal Conflict

Democratic Leadership Style

Resembles assumptions of Theory Y. Subordinates are capable of working on their own. Leader works with subordinates & treats them in an egalitarian manner Leader does not speak down to group members; rather, they speak on the same level. Outcomes of this style: Positive Outcomes: Greater group member satisfaction, commitment, & cohesiveness More friendliness, mutual praise, & group mindedness Stronger worker motivation & greater originality Negative Outcomes: It takes more time & commitment than authoritarian leadership Can result in inefficiencies & lower productivity

Managing Resources

Resources can be money, supplies, equipment, space, etc., anything needed to operate an organization.leader tends to spend a significant amount of time managing these. These can include people, money, supplies, equipment, space, or anything else needed to operate an organization. Leader must be competent in obtaining in allocating resources. Obtaining resources can include ordering equipment, finding work space, or locating funds for special projects. In addition to obtaining resources, leaders may be required to allocate resources for new staff or new incentive programs or to replace old equipment.

Storm:

Response after issues/conflicts have been unresolved and have grown in intensity (15) Accommodating (11) Competing

Strategic or thinking themes

Strengths of perception, organization, and information processing that produce lifelong learners. Analytical Futuristic Arranger Ideation Connectedness Input Consistency Intellection Context Learner Deliberative Strategic

Strategic thinking

Strengths of perception, organization, and information processing that produce lifelong learners. Analytical Futuristic Arranger Ideation Connectedness Input Consistency Intellection Context Learner Deliberative Strategic

True Color Gold

Structured, Care about rules and regulations, Planning; Duty Responsibility. Punctual, predictable, precise Value order and the status quo Duty, loyalty, useful, responsible There is a right way to do everything Tends to be left-brained and analytical Strong belief in policies, procedures, rules Most comfortable with a formal environment,"Be prepared" Loves to plan Detail-oriented Service-oriented Values family traditions Helpful and trustworthy Conservative and stable "Should" and "should not" Rarely breaks the speed limit Strives for a sense of security Golds are esteemed when they: Find comfort in structure Are given responsibilities Provide standards for society Their reverence for history is respected or appreciated Establish stability. Others may percieve Gold as: Rigid, inflexible Controlling, bossy, Too serious, Resistant to change, Opinionated, System-bound, Lacking imagination, Judgmental, Boring, Uptight, Predictable, Autocratic Golds Might Perceive self as:Consistent Providing structure Goal-oriented Firm or traditional Knowing right from wrong Loyal to organization Realistic Decisive, seeking closure Dependable Concerned about security Following a routine Having leadership ability

Oprah Winfrey

TV show host, philanthropist, actress, producer, & publisher Most powerful/influential woman Traits: Excellent communicator Intelligent, well-read, strong business sense Charismatic style Sincere & determined Self-disclosing Message of hope

Task Oriented leadership

Task-oriented people are goal oriented. Their work is where they find meaning The leader initiates structure: Organizes work, Defines responsibilities, and Schedules work activities. The leader engages in production orientation, which stresses. The production and technical aspects of the job

Sociability

The capacity to establish pleasant social relationships Friendly, outgoing, courteous, & diplomatic Sensitive to others & cooperative

Explain P. Lencioni's 5 dysfunctions of teams ( Sheet in ELC)

The foundation is Trust

Define positive psychology (Tom Achor)

The study of why are people happy in life? The brain determines. 90% of our happiness or how we perceive life. "The happy secret to better work" takeaways: "It's not necessarily the reality that shapes us but the lens through which your brain views the world that shapes your reality. If we can change the lens, not only can we change your happiness, we can change every single educational and business outcome at the same time." This really spoke to me because as a business major have seen the effects of how a negative work atmosphere effects its workers while interning. I have also seen how positive work atmospheres positively effect workers. This is a good reminder to focus on the positive so that you can be positive. "90% of your long term happiness Is predicted not by your external world but by the way your brain processes the world." This also really spoke to me because people, including myself, focus on how outcomes of a situation effect you negatively. We hardly ever look at the positive things that come out of a situation. This is a good reminder to find and focus on the positive outcomes of a situation. "Only 25% of job successes are predicted by IQ. 75% of job successes are predicted by your optimism levels, your social support, and your ability to see stress as a challenge instead of a threat." I really liked hearing that because I believe that people typically rely on their IQ to be successful at a job, but really people should pay more attention to staying optimistic, having a good support system, and seeing problems as challenges to overcome and not letting it stress you out. "Your brain at positive performs significantly better then it does at negative, neutral, or stressed. Your intelligence rises, your creativity rises, your energy level rises. In fact, what we have found is that every single business outcome improves." Hearing this has really encouraged me to be more intentional about thinking positively because of how it will effect me in the long run. I think people who think negative get bogged down in stress at work and the outcome of a negative attitude is lower intelligence, creativity, and energy levels.

Theory X

Theory X: workers are lazy: people dislike work, people need to be directed and controlled, and people want security not responsibility. Assumption 1: the average person dislikes work and will avoid it if possible. Assumption 2: People need to be direct and controlled. Assumption 3: People want security, not responsibility. What it means if a person's leadership style or philosophy is similar to Theory X: Leaders have a tendency to view workers as lazy and uninterested in work because they do not value work. These leaders ten to be directive and controlling. They supervise subordinates closely and are quick to both praise and criticize them as they see fit. At times remind them of their goal (to get paid) or threaten them with punishment to persuade them to accomplish tasks. See's role as instrumental to getting the job done. Their role is to motivate subordinates because these workers have little self motivation. Subordinates have a need for leadership.

Collaborating Style

This style is high in both assertiveness and cooperativeness. Ideal style because it confronts conflict and then uses it to produce positive outcomes Advantages of the style: Both sides win Relationships are strengthened Disadvantages of the style: Demands energy, hard work, and shared control Takes time to identify areas of agreement and select mutually satisfying solutions

Competing Style

This style is high on assertiveness but low on cooperativeness. Essentially a win-lose approach Advantages of the style: Useful when quick, decisive action is needed Disadvantages of the style: Results in a winner and a loser May create an unstable situation and hostile communication

Accommodating Style

This style is high on cooperativeness and low on assertiveness. Individuals confront problems by deferring to others. Advantages of the style: Allows people to move away from uncomfortable feelings aroused by conflict Disadvantages of the style: In effect it is a lose-win strategy The accommodator sacrifices his or her own values and goals to maintain smooth relationships

Avoiding Style

This style is low on both cooperativeness and assertiveness. Advantages of the style: When an issue is trivial When potential damage from the conflict would be too great Disadvantages of the style: Usually counterproductive, leads to stress and further conflict

Comprising Style

This style is moderate on both cooperativeness and assertiveness. Advantages of the style: Requires attending to one's goals as well as others' Disadvantages of the style: Can become as easy way out Neither side may be completely satisfied

What is mindfulness?

To be aware of yourself and those around you. Being present with your thoughts and actions

Traits

Trait: is a distinguishing quality of an individual, which is often inherited. Each individual brings to the table certain qualities that influence the way he or she leads. Research points to six traits: Intelligence Confidence Charisma Determination Sociability Integrity

True Color:

True Color Gold: 38% of the population They are givers and caretakers Like to coordinate, organize, and manage Value rules and regulations Always prepared (backbone of society) Responsible (If I don't step up, then who will?) Strong work ethic Careers: teachers, accountants, bankers, clerks, administrators, and managers Punctual, predictable, precise Values order and organization Duty, loyalty, useful, responsible There is a RIGHT way to do everything Tends to be left-brained (analytical) Strong believer in polices, procedures, and rules Always prepared Loves to plan Detail-oriented Service-oriented Values family traditions Helpful and trustworthy Conservative and stable Deadlines True Color Green: 12% of population They prize competence and use facts to make decisions Like knowledge and the power that comes with it Curious about how things work Most critical of the colors Not willing to repeat errors Focus in on future and technology Careers: mathematicians, scientists, doctors, engineers, and researchers Ask why Intellectual Theoretical Idea people Philosophical Very complex Perfectionists Standard setters Visionaries

Woo Talent

Winning others over Challenge of meeting new people, getting them to like you Never a loss for words Make a connections, then move on Airplane conversations, politicians You see no strangers

Talent

a naturally recurring pattern of thought, feeling, or behavior - 'diamond in the rough'Talents or strengths are automatic...we may not even be aware of them as we use them...assume others can do the same. A theme is a group of similar talents.

Showing Emotional Intelligence

a person's ability to understand his or her own & others' emotions apply this to life's tasks. 1. Leaders need to work on becoming aware of their own emotions. 2. A leader should train to become aware of the emotions of others. 3. A leader needs to learn how to regulate his or her emotions & put them to good use. Concerned with a persons ability to understand his or her own and others emotions and then apply this understanding to life's tasks. The ability to perceive and express emotions, to use emotions to facilitate thinking, to understand and reason with emotions, and to manage emotions effectively within oneself and in relationships with others. PEOPLE WHO ARE SENSITIVE TO THEIR OWN EMOTIONS AND THE IMPACT THEIR EMOTIONS HAVE ON OTHERS WILL BE MORE EFFECTIVE LEADERS. A leader with emotional intelligence listens to his or her own feelings and the feelings of others, and is adept at regulating these emotions in service of the common goal. First: Leaders need to work on becoming aware of their own emotions., taking their emotional pulse and identifying their feelings as they happen. Second: a leader should train to become aware of the emotions of others. A leader that is able to read others emotions is better equipped to respond appropriately to these peoples wants and needs. Third: a leader needs to learn how to regulate his or her emotions and put them to good use. Emotions need to be embraced and managed for the good of the group or organization.

Transcendence (Strengths about meaning)

appreciation of beauty and excellence, gratitude, hope, humor, religiousness.

Problem Solving

are a leader's cognitive ability to take corrective action in a problem situation to meet desired objectives. Do not sit idly by when there is a problem. They are quick to ask "what went wrong?" and they are ready to explore possible answers to "how can it be fixed?" these refer to a leader's ability to take corrective action in a problem situation in order to meet desired objectives. These skills include identifying the problem, generating alternative solutions, selecting the best solution from among the alternatives, and implementing that solution. 1) Identify the problem: Seeing the problem and addressing it is at the core of successful problem solving. 2) Generate Alternative Solutions: consider as many solutions as possible and not dismiss any as unworthy

Courage (emotional strength)

authenticity, bravery, Perseverance, Zest

Positive Meaning

by emphasizing the connection between employee's values and the long term impact of their work. Employees who find meaning in their work and see it as valuable are more engaged and productive.

Administrative Skills

competencies a leader needs to run an organization in order to carry out the organization's purpose and goals. Involves planning, organizing work, assigning the right tasks to the right people, and coordinating work activists. Most fundamental of all the skills required of a leader. Allow leaders to accomplish the mundane, but critically important, aspects of leadershipDivided into three specific skill sets: Managing People, Managing Resources, & Showing Technical Competence

Wisdom and Knowledge (Cognitive Strengths)

creativity, curiosity, open mindedness, love of learning, perspective

Leadership Style

defined as behaviors of leaders, focusing on what leaders do and how they act.Examine the most commonly observed styles of leadership: Authoritarian, Democratic, and Laissez-faire

Intelligence

includes having good language skills, perceptual skills, & reasoning ability.It is hard to change Intelligence Quotient (IQ).includes having good language skills, perceptual skills and reasoning ability. This combination of assets makes people good thinkers and better leaders. Intelligent leaders are well informed. They are aware of what is going on around them and understand the job that needs to be done. It is important to obtain information about what their leadership role entails and learn as much as possible about their work environment.

Conceptual Skills

involve the thinking or cognitive aspects of leadership, such as concepts and ideas. Divided into three specific skill sets: Problem Solving, Strategic Planning, Creating Vision.capabilities that involve working with concepts and ideas, the thinking or cognitive aspects of leadership Are critical to such things as creating a vision or strategic plan for an organizations. A leader with these skills is able to to conceive and communicate the ideas that shape an organization from its goals and mission to how to best solve problems

Showing Technical Competency

involves having specialized knowledge about our work. A leader with this understands the intricacies of how the organization functions.nvolves having specialized knowledge about the work we do or ask others to do. It includes understanding the intricacies of how an organization functions. A leader with technical competencies has organizational know how. Also referred to as functional competencies. because it means a person is competent in a particular functional area. Having technical skills means being competent in a particular area of work, the area in which one is leading.

Socially Perceptive

involves understanding the unique needs, goals, & demands of different constituencies Having insight into & awareness of:what is important to others how they are motivated the problems they face how they react to change.in order to lead an organization toward change, a leader needs to be sensitive to how her or is own ideas fit with others' ideas. Social perceptiveness includes having insight into and awareness of what is important to others, how they are motivated the problems they face, and how they react to change. It involves understanding the unique needs, goals, and demands of different organizational constituencies. Has a keen sense of how employees will respond to any proposed change in the organization.

Confidence

is a trait that has to do with feeling positive about one's self & one's ability to succeed. Confident people: feel self-assured. believe they can accomplish goals. do not second-guess themselves—they move forward with clear visions, they are positive about self & ability. To build this: Understanding what is required from us and Have a mentor to show the way & provide constructive feedback

Positive Communication

leaders must be supportive, make more positive than negative statements and be less negatively evaluative of others. This helps people feel connected and encourages them to capitalize on their strengths.

Positive Relationships

leaders need to highlight individuals positive images and strengths rather than their negative images and weaknesses. Acknowledging and building on peoples strengths encourages others to do the same

Strategic Planning

mainly a cognitive activity. A leader needs to be able to think and consider ideas to develop effective strategies for a group or an organization. This requires developing careful plans of action based on the available resources and personnel to achieve a goal. These leaders need to have the ability to learn, capacity to adapt, and having managerial wisdom, deep understanding of people and the environment which leaders work. REACH GOALS & AVIVING THE AIMS OF THE ORGANIZAITON.

Integrity

most important trait. Leaders who posses integrity have qualities of honesty and trustworthiness. These types of leaders adhere to a strong set of principles and take responsibility for their actions. They inspire confidence in others and van be trusted to do what they say they are going to do. They are loyal, dependable, and transparent. Honesty helps people to have trust and faith in what leaders say and what they stand for. Being open with others and representing reality as fully and completely as possible. The challenge with leaders is to strike a balance between being open and candid and monitoring what is appropriate. In essence integrity is the bedrock of who a leader is. When leaders integrity comes into question, the potential to lead is lost Example: Bill Clinton

Relationship Oriented Leadership

people find meaning in being rather than in doing.Instead of seeking out tasks, relationship-oriented people want to connect with others.Relationship leadership behaviors help subordinates feel comfortable with themselves, with each other, and with the situation. They include:Consideration behaviors,Employee orientation Concern for people. Consideration behavior builds: Camaraderie, Respect, Trust, Regard between leaders and followers. A concern for people involves:Building trust, Providing good working conditions, Maintaining a fair salary structure Promoting good social relations.

Sociability

refers to a leaders capacity to establish pleasant social relationships. Leaders with whom they can get along with. Leaders who are sociable are friendly, outgoing, courteous, tactful, and diplomatic. They are sensitive to others needs and show concern for their well being. Sociable leaders have good interpersonal skills and help to create cooperative relationships within work environments.

Creating Vision

requires the capacity to challenge people with compelling visions of the future.To create vision, a leader needs to: set forth a picture of a future that is better than the present and move others toward a new set of ideals & values that will lead to the future. requires the capacity to challenge people with visions of the future. A leader must articulate the vision and engage people in the pursuit of the vision. A leader needs to be able to implement the vision and model the principles set forth in the vision. "Walk the Walk and Talk the Talk."

Calm:

response when issues/conflicts first arise Collaborating (15) Compromising (15) Avoiding (13) Competing (11)

Strength

the ability to provide consistent, near-perfect performance in a specific given task An attribute or quality of an individual that accounts for successful performance. Ability to consistently demonstrate exceptional work. Discovering your strengths requires you to concentrate on your positive attributes and those times when you feel inspirited. First, you must acknowledge your strengths and be prepared to reveal them to others because it lets other know how we can me most useful when working together. People use a variety of ways to reveal their strengths, such as posting them on Facebook or LinkedIn, adding them to their email signature, or listing them on their resume. Leaders need to recognize and engage the strengths of their followers. Often the strengths of followers are not evident to leaders or even to the followers themselves. It is important to find opportunities outside followers' normal realm of duties or activities that will allow their strengths to emerge. A final way to practice strengths-based leadership is to create and promote a positive work environment in which people's strengths play an integral role. Leaders who want to create a positive work environment should attend to four areas: climate, relationships, communication, and meaning.

Charisma

this gets the most attention. This refers to a leader's special magnetic charm and appeal. Charisma is a special personality characteristic that gives a leader the capacity to do extraordinary things. It gives the leader exceptional powers of influence. Example: John F. Kennedy. First charismatic leaders serve as a strong role model for the values that they desire others to adopt. Second, they show competence in every aspect of leadership so others trust their decisions. Third, charismatic leaders articulate clear goals and strong values. Ex: Martin Luther King in "I have a dream" speech. Fourth they communicate high expectations for followers and show confidence in their abilities to meet these expectations. Finally, charismatic leaders are an inspiration to others. They can excite and motivate others to become involved in real change. People who are very charismatic people are often drawn to and they make you feel important, they get along with just about everyone.