Leadership New Ch.2

Perceptual sets

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

Case studies

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

actor/observer difference

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

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.

Attributions

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

Coaching

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

mentor

An experienced person takes you under their wing

Development planning is more than a plan

it is really a process.

self-fulfilling prophecy

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

Simulations and games

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

service learning

These values could include social responsibility and the expectation to become engaged in one's community

Formal coaching programs provide

a similar kind of service for executives and managers in leadership positions.

Double-loop learning

involves a willingness to confront one's own views and an invitation to others to do so, too.

Mentoring

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

Action learning

is a process which involves working on real challenges, using the knowledge and skills of a small group of people combined with skilled questioning, to re-interpret old and familiar concepts and produce fresh ideas.

In role playing

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

With 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

The action-observation-reflection (A-O-R) model

shows that leadership development is enhanced when the experience involves three different processes: action, observation, and reflection

coaching plan

spells out precisely what they will do to support the followers' development plans

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

spiral of experience

self-serving bias

the 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

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

Informal coaching takes place

whenever a leader helps followers to change their behavior