MGT 475 ch 2

Role playing

Assigned parts to play in a job-related scenario

Teacher-mentor

Cares about developing others and works beside them as a role model

Revolutionary-crusader

Challenges the status quo and guides adaptation

Remote coaching

Coaching long distance, culture differences can become a problem

Case studies

Describe leadership situations and are used as a vehicle for leadership discussions

Attributions

Explanations we develop for the behaviors or actions we attend to (ex: attributing poor test score on kid tapping his pencil during your test)

Visionary-alchemist

Imagines possibilities that can benefit all members and brings them into reality

Double loop learning

Involves a willingness to confront one's own views and an invitation to others to do so, too (learning how to learn)

Single loop learning

Learning between the individual and the environment in which learners seek relatively little feedback that may significantly confront their fundamental ideas or actions (like a thermostat, learn in comfort zone)

Return On Investment (ROI)

Making sure investing in leadership development is worth it in the long run; ROI for investments in leadership development is both positive and substantial

Mentoring vs. Coaching

Mentoring may not target specific development need, mentor is not coming from protege's immediate supervisor but higher in organization, mentor might not even be part of the organization

Spiral of experience

Most productive way to develop as a leader (you pass through this)

Self-fulfilling prophecy

Occurs when our expectations or predictions play a casual role in bringing about the events we predict (ex: a person's expectations about another influence how he act's toward them)

Informal mentoring

Occurs when protege and mentor build a long term relationship based on friendship, similar interests, and mutual respect

Simulations/games

Other methods of leader development; structured activities designed to mirror some of the challenges or decisions commonly faced in the work environment

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

Mentor

Person who takes you under their wing and gives valuable perspectives and insights

4 methods combined for effective training

Personal growth, skill building, feedback, conceptual awareness

Mentoring

Personal relationship where experienced mentor acts as guide, role model, and sponsor of a less experienced protege

Individualized feedback

Personality, intelligence, values, or interest test scores or leadership behavior ratings

Coaching

Process of equipping people with the tools, knowledge, and opportunities they need to develop and become more successful; formal and informal

Formal coaching

Provide similar kind of service for executives and managers in leadership positions (65% of global 1000 companies use it, individualized, permanent behavioral change)

Father-judge

Provides oversight, control, moral guidance, and caring protectiveness

Training programs

Refers to leadership development activities that typically involve personnel attending a class, often for several days or a week

After Event Reviews (AERs)

Reflection and facilitated discussion on personal leadership experiences such as what the potential impact of alternative leadership behaviors might have been and how individuals believe they might behave differently in the future

Action-Observation-Reflection Model (AOR)

Shows that leadership development is enhanced when the experience involves three different processes (action, observation, reflection)

Service learning

Social responsibility and the expectation to become engaged in one's community

Warrior-knight

Takes risks and action in a crisis

5 fundamental archetypes of leadership

Teacher-mentor, Fathers-judge, Warrior-knight, Revolutionary-crusader, visionary-alchemist

Self-Serving Bias

Tendency to make external attributions (ex. blame the situation for one's own failures yet make internal attributions (take credit) for one's successes)

Fundamental Attribution Error

Tendency to overestimate the dispositional causes of behavior and underestimate the environmental causes when others fail

Actor/observer error

The fact that people who are observing an action are much more likely than the actor to make the fundamental attribution error (ex. student gets bad score and person sitting next to them says its cuz of internal characteristics (not very bright) but student themselves blames it on external attributes (unfair grading))

Perceptual set

The tendency or bias to perceive one thing and not another (ex: only seeing the bad in someone)

Leader development

Training designed to develop one's skill in giving feedback to another person (example)

Action learning

Use of actual work issues and challenges as the developmental activity itself; learning by doing

Formal mentoring

When organization assigns a relatively inexperienced but high-potential leader to one of the top executives of the company, meet on regular basis to gain exposure and learn

Informal coaching

Whenever a leader helps followers to change their behaviors; 5 steps (forge partnership, inspire commitment, grow skills, promote persistence, shape the environment)

Development plan

Written plan that capitalizes on available books, seminars, college courses, e-learning modules, and so forth to acquire the knowledge underlying a particular development need (more of a process)