Leadership Chapter 2: Leader Development

5 types of leadership

-> teacher-mentor: who cares about developing others and works beside them as a role model -> father-judge: provides oversight, control, moral guidance, and caring protectiveness ->warrior-knight: takes risks and action in a crisis -> revolutionary-crusader: challenges the status quo and guides adaptation -> visionary-alchemist: imagines possibilities that can benefit all members and brings them into reality

service learning

Doing community service as part of a classroom assignment.

after event reviews (AERs)

Formal structured debriefings held immediately following an experiential learning situation

Which part of the AOR model is considered the most important?

Reflection

Spiral of Experience

The most productive way to develop as a leader.

perceptual set

a predisposition or readiness to perceive one thing and not another. Influence what we attend to and what we observe

self-fulfilling prophecy

an expectation that causes you to act in ways that make that expectation come true. Occurs when our expectations of predictions play a casual role in bringing about events we predict

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

double-loop learning

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

Mentoring

is a personal relationship in which a more experienced mentor acts as a guide, role model, and sponsor of a less experienced protege

Coaching

is the process of equipping people with the tools, knowledge, and opportunities they need to develop and become more successful Two types: informal: whenever a leader helps followers to change their behaviors formal: a specific program designed for a specific individual to help them reach their goals (think personal trainer)

training programs

leadership development activities that typically involve personnel attending class for several days to a week

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

Development planning

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

Action-Observation-Reflection Model (AOR)

shows that leadership development is enhanced when the experience involves three different processes: Action, Observation, & Reflection

Attribution

the explanations we develop for the behaviors of actions we attend to

actor-observer difference

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

fundamental attribution error

the tendency for observers, when analyzing another's behavior, to underestimate the impact of the situation and to overestimate the impact of personal disposition

self-serving bias

the tendency for people to take personal credit for success but blame failure on external factors

action learning

training in which teams get an actual problem, work on solving it and commit to an action plan, and are accountable for carrying it out