Leadership Ch. 2

Double-loop learning involves:

being willing to confront one's own views and inviting others to do the same. -Mastering double-loop learning can be thought of as learning how to learn. -Learning is enhanced with after event reviews (AERs)

Studies show that having expectations about others:

can subtly influence our actions, and these actions can, in turn, affect the way others behave.

Attributions:

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

Reflection involves higher functions like:

evaluation and judgment, not just perception and attribution

Informal mentoring may be more effective than:

formal mentoring due to longer-term relationships and stronger emotional bonds

The 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.

A self-serving bias:

is the tendency to make external attributions for one's own failures, yet make internal attributions for one's successes.

Perceptual sets can influence any of our senses:

-They are the tendency or bias to perceive one thing and not another. -Feelings, needs, prior experiences, and expectations can all trigger a perceptual set.

According to Peterson and Hicks, the best informal coaching generally consists of five steps:

1.Forging a partnership 2.Inspiring commitment 3.Growing skills 4.Promoting persistence 5.Shaping the environment

The Action-Observation-Reflection Model

The action-observation-reflection (A-O-R) model shows that leadership development is enhanced when the experience involves three different processes: -Action -Observation -Reflection

Action learning involves the use of:

actual work issues and challenges as the developmental activity itself.

Mentor:

an experienced person willing to take you under his/her wing

Fundamental attribution error:

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

Programs for first-level supervisors use:

lectures, case studies, and role-playing exercises to improve supervisory skills: -Training -Monitoring, -Giving feedback -Completing performance reviews

Coaching is the:

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

To make enduring behavioral changes, leaders must provide positive answers to five questions:

-Do leaders know which of their behaviors need to change? -Is the leader motivated to change these behaviors? -Do leaders have plans in place for changing targeted behaviors? -Do leaders have opportunities to practice new skills? -Are leaders held accountable for changing targeted behaviors?

The Key Role of Perception in the Spiral of Experience:

-Experience is not just a matter of what events happen to you; it also depends on how you perceive those events. -Perception affects all three phases of the action-observation-reflection model. -People actively shape and construct their experiences.

Mid-level manager programs use individualized feedback, case studies, presentations, role playing, simulations, and in-basket exercises to improve the following:

-Interpersonal skills -Oral and written communication skills -Time management skills -Planning -Goal setting

Perception and Reflection:

-Reflection deals with how we interpret our observations. -Perception is inherently an interpretive, or a meaning-making, activity.

The 5-step informal coaching process can be used to:

Diagnose why behavioral change is not occurring and what can be done about it.

Perception and Observation:

Observation and perception both deal with attending to events around us.

Reflection and Leadership Development:

Reflection offers leaders insights about framing problems differently, viewing situations from multiple perspectives, and understanding subordinates better.

Perception and Action:

Research shows that perceptions and biases affect supervisors' actions towards poorly performing subordinates.

Leaders tend to ignore reflection due to:

a lack of time or a lack of awareness of its value.

Development planning is:

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

Development planning is more than a plan it is really:

a process.

Formal mentoring is often used to:

accelerate the development of female or minority protégés.

Mentoring:

is a personal relationship in which a more experienced mentor (usually someone 2-4 levels higher in an organization) acts as a guide, role model, and sponsor of a less experienced protégé.

Coaching may be more effective at changing behavior than:

more traditional learning and training approaches.

The self-fulfilling prophecy occurs when:

our expectations/predictions play a causal role in bringing about the events we predict.

Intentional reflection may prompt leaders to:

see potential benefits in experience not initially considered relevant.

Single-loop learners:

seek relatively little feedback that may significantly confront their fundamental ideas or actions. -Individuals learn only about subjects within the "comfort zone" of their belief systems

Leadership programs for senior executives and CEOs focus on:

strategic planning, public relations, and interpersonal skills.

Informal coaching:

takes place whenever a leader helps followers to change their behaviors.

The philosophy of action learning is:

that the best learning involves learning by doing

One way to add value to your leadership courses and experiences is by applying:

the action-observation-reflection model

Formal coaching programs are designed for:

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