Strategy and Leadership Exam #2 Review CH. 15, 4-7

leaders can learn to work more effectively by following these guidelines:

understand your own personality and how you react to others, treat everyone with respect, acknowledge each person's strengths, strive for understanding, and remember that everyone wants to fir in

brainstorming

uses a face to face interactive group to spontaneously suggest a wide range of creative ideas to solve the problem

speed storming

using a round-robin format to get people from different areas talking together, generating creative ideas, and identifying areas for potential collaboration

ways to influence your leader are:

view the leader realistically, build a relationship, help the leader be a good leader, and be a resource for the leader

what all does courage mean

- courage means accepting responsibility - courage often means nonconformity - courage means pushing beyond the comfort zone - courage means asking for what you want and saying what you think - courage means fighting for what you believe

what are the necessary courage's to manage up

- courage to assume responsibility - courage to challenge - courage to participate in transformation - courage to serve - courage to leave

ways leaders can provide feedback that benefits followers are:

-make it timely -focus on the performance, not the person -make it specific -focus on the desired future, not the past

qualities and behaviors that every good leader wants from his or her followers

1- a make it happen attitude 2- a willingness to collaborate 3- the motivation to stay up to date 4- the passion to drive your own growth

what are the four principles of the framework for stewardship

1- adopt a partnership mindset 2- give decision-making power and the authority to act to those closest to the work and the customer 3- tie rewards to contributions rather than formal position 4- expect core work teams to build the organization

stages of servant leadership

1- control, authoritarian leadership 2- participation 3- empowerment, stewardship leader 4- service, servant leader

what are the four basic precepts in Greenleaf's model

1- put service before self-inters 2- listen first to affirm others 3- inspire trust by being trustworthy 4- nourish others and help them become whole

mastering yourself embodies three qualities:

1. clarity of minds: a commitment to the truth of current reality 2. clarity of objectives: helps leaders focus on the end result, the vision or dream that motivates them and their team or organization 3. organizing to achieve objectives: a way to bridge the disparity between current reality and the vision of a better future

four stages of AI process

1. discovery- in tis stage people identify "the best of what exists" 2. dream- people reflect on what they learned in the discovery stage 3. design- formulates action plans for transforming dreams into reality 4. destiny- translate the ideas identified in the previous stages into concrete action steps

what are the five unspoken employee needs

1. hear and understand me 2. even if you disagree with me, please don't make me wrong 3. acknowledge the greatness within me 4. remember to look for mu loving intentions 5. tell me the truth with compassion

what are the four different airs of attributes that MBTI uses to classify people

1. introversion vs extroversion 2. sensing vs intuition: identifies how a person absorbs information 3. thinking vs feeling: refers to how much consideration a person gives to emotions in making a decision 4. judging vs perceiving: concerns an individual's attitudes toward ambiguity and how quickly a person makes a decision

stages for change process

1. light a fire for change: people have to believe that change is really needed 2. get the right people on board: successful change can't be implemented by one person alone 3. paint a compelling picture: people need a clear picture 4. communicate 5. get rid of obstacles and empower people to act 6. achieve and celebrate quick wins 7. keep it moving 8. find ways to make the changes stick

what are the keys to effective brainstorming

1. no criticism 2. freewheeling is welcome 3. quantity desired

what are the five elements that involve the key to changing

1. provide a positive emotional attractor 2. make sure people have a support system 3. use repetition 4. involve people early 5. apply after-action reviews

fear-based motivation

I need a job to pay for my basic needs

leadership coaching

a method of directing or facilitating a follower with the aim pf improving specific skills or achieving a specific development goal

emotional intelligence

a person's ability to perceive, identify, understand , and successfully manage emotions in self and others

idea incubator

a safe harbor where ideas from employees throughout the organization can be developed without interference from company bureaucracy or politics

lateral thinking

a set of systematic techniques used for changing mental concepts and perceptions and generating new ones it is concerned with "what might be"

mindfulness

a state of focused attention on the present moment and a readiness to create a new mental categories in the face of evolving information and shifting circumstances

appreciative inquiry (AI)

a technique for leading change that engages individuals, teams, or entire organization by reinforcing positive messages and focusing on learning from success

whole brain concept

an approach that considers not only a person's preference for right-brained versus left-brained thinking, but also conceptual versus experimental thinking, identifies four quadrants of the brain related to different thinking styles

attitude

an evaluation about people, events, or things

alienated follower

an independent, critical thinker but is passive in the organization

halo effect

an overall impression of a person or situation based on one characteristic, either favorable or unfavorable

quadrant d

associated with conceptualizing, synthesizing, and integrating facts and patterns, with seeing the big picture rather than the details

quadrant c

associated with interpersonal relationships and affects intuitive and emotional thought processes

quadrant a

associated with logical thinking, analysis of facts, and processing numbers

empathy

being able to put yourself in other people's shoes, sense their emotions, and understand their perspectives

self-awareness

being conscious of the internal aspects of one's nature, such as personality traits, emotions, values, attitudes, and perceptions, and appreciating how tour patterns affect other people

instrumental values

beliefs about the types of behavior that are appropriate for reaching goals

effective followers

both a critical, independent thinker and active in the organization

electronic brainstorming

brings people together in an interactive group over a computer network

blind spots

characteristics or habits that people are not aware of or don't recognize as problems but which limit their effectiveness and hinder their career success

managing up

consciously and deliberately developing a meaningful, task-related, mutually respectful relationships with subordinates

what do effective leaders need to practice

creativity and innovation

quadrant b

deals with planning, organization of facts, and careful detailed review

locus of control

defines whether a person places the primary responsibility for what happens to him or her within himself/herself or on outside forces

moral leadership

distinguishing right from wrong and doing right; seeking the just, honest, and good in the practice of leadership

whistleblowing

employee disclosure of illegal, immoral, or unethical practices in the organization

stage 2 (participative management)

employees are expected to make suggestions for quality improvement, act as team players, and take greater responsibility for their own jobs, but they are not allowed to be true partners in the enterprise

coaching is...

empowering, facilitating, and developing

perceptual distortions

errors in judgment that arise form inaccuracies in the perceptual process

passive follower

exhibits neither critical, independent thinking nor active participation

what are ways leaders can help individuals be more creative

facilitating brainstorming, promoting lateral thinking, enabling immersion, allowing pauses, and nurturing creative intuition

uncritical thinking

failing to consider possibilities beyond what one is told; accepting the leader's idea without thinking

F.E.A.R.

false, evidence, appearing, real

big five personality dimensions

five general dimensions that describe personality: extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience

values

fundamental beliefs that an individual considers to be important, that are relatively stable over time, and that have an impact on attitudes, perception, and behavior

pragmatic survivor

has qualities of all four extremes- depending on which style fits the prevalent situation

desirable colleagues are:

honest, cooperative, dependable, and component

desirable leaders are:

honest, forward-thinking, inspiring, and competent

love-based motivation

if the job and the leader make me feel valued as a person and provide a sense of meaning and contribution to community at large, then I will give you all I have to offer

corporate entrepreneurship

internal entrepreneurial spirit that includes values of exploration, experimentation, and risk taking

attributions

judgements about what caused an event or behavior-either characteristics of the person or of the situation

stage 3 (stewardship)

leaders are guardians and curators of organizational resources and values and they place the long-term interests of the organization first

stage 1 (authoritarian management)

leaders set the strategy and goals, as well as the methods and rewards for attaining them

stage 4 (servant leadership)

leadership in which the leader transcends self-interest to serve the needs of others, help others grow, and provide opportunities for others to gain materially and emotionally

personal mystery

mastering yourself in a way that facilitates your leadership and achieves desired results

feedback

occurs when a leader uses evaluation and communication to help individuals learn about themselves and improve

conformist

participates actively in the organization but does not use critical thinking skills in his or her task behavior

idea champions

people who passionately believe in a new idea that actively work to overcome obstacles and resistance

sources of power for managing up:

personal source - knowledge, skills - expertise - effort - persuasion position source - visible position - flow of information - central location - network of relationships

what are the most dangerous obstacles for leaders

personal weakness and self-interest

what are the three levels of personal moral development

preconventional level, conventional level, and postconventional level

independent thinking

questioning assumptions and interpreting data and events according to one's own beliefs, ideas, and thinking, not according to pre established rules, routines, or categories defined by others

conscientiousness

the degree to which a person is responsible, dependable, persistent, and achievement oriented

cognitive style

refers to how a person perceives, processes, interprets, and used information

what are the components of emotional intelligence

self-awareness, social awareness, self-management, and relationship management

end values

sometimes called terminal values, these are beliefs about the kind of goals or outcomes that are worth trying to pursue

steps to help someone change

start by dealing with emotion, once they are in neutral zone they have let go of the old but the new hasn't quiet become a pattern, then they transition into the new beginning

forces that drive the need for change in leadership

technical advances globalization social media economic turbulence shifting social attitudes changing market forces e business and mobile commerce increasing regulations

managing is ...

telling, judging, and controlling

Myer Briggs type indicator (MBTI)

test that measures how individuals differ in gathering and evaluating information for solving problems and making decisions

global mindset

the ability of managers to appreciate and influence individuals, groups, organizations, and systems that represent different social, cultural , political, institutional, intellectual, or psychological characteristics

system thinking

the ability to see the synergy of the whole rather than just the separate elements of a system and to learn to reinforce to change whole system patterns

theory X

the assumption that people are basically lazy and not motivated to work and that they have a natural tendency to avoid responsibility

theory Y

the assumption that people do not inherently dislike work and will commit themselves willingly to work that they car about

authoritarianism

the belief that power and status differences should exist in an organization

openness to experience

the degree to which a person has a broad range of interests and is imaginative, creative, and willing to consider new ideas

agreeableness

the degree to which a person is able to get along with others by being good-natured, cooperative, forgiving, compassionate, understanding, and trusting

extroversion

the degree to which a person is outgoing, sociable, talkative, and comfortable meeting and talking to new people

emotional stability

the degree to which a person is well adjusted, calm, and secure

creativity

the generation of ideas that are both novel and useful for improvising the efficiency and effectiveness of the organization

preconventional level

the level of personal moral development in which individuals are egocentric and concerned with receiving rewards and avoiding punishments

postconventional level

the level of personal moral development in which leaders are guided by an internalized set of principles universally recognized as right

conventional level

the level of personal moral development in which people learn to conform to the expectations of good behavior as defined by colleagues, family, friends, and society

courage

the mental and moral strength to engage in, preserve through, and withstand danger, difficulty, or fear

perception

the process people use to make sense out of the environment by selecting, organizing, and interpreting information

personal compact

the reciprocal obligations and commitments that define the relationship between employees and organizations

personality

the set of unseen characteristics and processes that underlie a relatively stable pattern of behavior in response to ideas, object, and people in the environment

stereotyping

the tendency to assign an individual to a broad category and then attribute generalizations about the group to the individual

self-serving bias

the tendency to overestimate the influence of internal factors on one's successes and the influence of external factors in one's failures

perceptual defense

the tendency to protect oneself by disregarding ideas, situations, or people that are unpleasant

projection

the tendency to see one's own personal traits in other people

fundamental attribution error

the tendency to underestimate the influence of external factors on another's behavior and overestimate the influence of internal factors

mental models

theories people hold about specific systems in the world an their expected behavior can be thought of as an internal picture that affects a leader's thoughts, actions, and relationships with others

characteristics of leaders who accomplish successful change projects

they define themselves as change leaders rather than as people who want to maintain the status quo they demonstrate courage they believe in employees' capacity to assume responsibility they can assimilate and articulate values that promote adaptability they recognize and learn from their own mistakes they are capable of managing complexity, uncertainty, and ambiguity

critical thinking

thinking independently and being mindful of the effects of one's own and other people's behavior on achieving the organizations vision

immersion

to go deeply into a single area or topic to spark personal creativity, which has been called thinking "inside the box"