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Leadership (Organizational Culture (Culture Strength (Culture Gap, High…

- - - - Spiritual Leadership
        
        Performance
        
        Effort
        
        Reward
- - - - Knowledge, Skills
      - Expertise
      - Effort
      - Persuasion
    - - Visible Position
      - Flow of Information
      - Central Location
      - Network of Relationships
    - - Courage to Assume Responsibility
      - The Courage to Challenge
      - The Courage to Participate in Transformation
      - The Courage to Serve
      - The Courage to Leave
    - - Clarity of Direction
      - Opportunities for Growth
        
        Leadership Coaching
      - Frequent, Specific, and Immediate Feedback
        
        Timely
        
        Focus on performance
        
        Make it Specific
        
        Focus on Desired Future
- - - - What People Look for in Leaders
        
        Honest
        
        Traits
        
        Great Man Approach
        
        Optimism
        
        Self-Confidence
        
        Honesty
        
        Integrity
        
        Drive
        
        Universalistic Approach
        
        Contingency Approach
        
        Forward Looking
        
        Competent
        
        Inspiring
        
        Intelligent
      - The Kouzes-Posner First Law of Leadership
      - Credibility
        
        The Kouzes-Posner Second Law of Leadership:
  - - - Critical Thinking
        
        Effective Follower
      - Uncritical Thinking
        
        Passive Follower
      - Active Behavior
      - Passive Behavior
      - Alienated Follower
      - Conformist
      - Pragmatic Survivor
      - Ways to Influence your Leader
        
        View the Leader Realistically
        
        Build a Relationship
        
        Help the Leader be a Good Leader
        
        Be a Resource for the Leader
  - - - Global Mindset
      - Systems Thinking
    - - Mindfulness
      - Open Mindedness
    - - Clarity of Mind
      - Clarity of Objectives
    - - Anger
      - Sadness
      - Relief
      - Fear
      - Anxiety
      - Enjoyment
      - Love
      - Envy
      - Disgust
      - Guilt
      - Emotions are contagious
        
        Emotions Influence Performance
        
        Self-Management
        
        Social Awareness
        
        Relationships Management
    - - Consequences of Fear
        
        Feelings of Powerlessness
        
        Avoidance Behavior
        
        Secrecy
- - - - Stereotyping
      - Halo Effect
      - Projection
      - Perceptual Defense
    - - Internal Attribution
      - External Attribution
    - - Self-serving Bias
  - - - Quadrant A
      - Quadrant B
      - Quadrant C
      - Quadrant D
      - Meyer-Briggs Type Indicator
        
        Introversion versus extroversion:
        
        Sensing versus intuition:
        
        Thinking versus feeling:
        
        Judging versus perceiving:
- - - - Leader Member
      - Task Structure
      - Position Power
    - - Supportive Leadership
      - Directive Leadership
      - Achievement Orientated Leadership
    - - Influence by Leader
      - Freedom of Group
      - Time-based Model
      - Development-based Model
    - - Neutralizer
- - - - Team Norm
      - Group Think
  - - - Dominating Style
      - Avoiding Style
      - Compromising Style
      - Accommodating Style
      - Collaborating Style
- - - - Inspire with trust
      - Use personal influence
      - Invest in people
  - - - Maintains stabilitiy
      - Creates culture of efficiency
    - - Creates change
      - Culture of agility and integrity
- - - - Speedstorming
      - Brainstorming
        
        No Criticism
        
        Freewheeling
        
        Quality Desired
      - Lateral Thinking
      - Allow Pauses
      - Enable Emersion
      - Nurture Intuition
- - - - Help People
    - - Self doubts, anxiety
  - - - Pay, Bonus
    - - Punishment
  - - - Physiological
      - Safety
      - Belongingness
      - Esteem
      - Self Actualization
    - - Hygiene Factor
      - Motivators
    - - Need for Achievement
      - Need for Affiliation
      - Need for Power
    - - Reward
      - Punishment
    - - Behavior Modification
        
        Positive Reinforcement
        
        Negative Reinforcement
        
        Punishment
        
        Extinction
      - Law of Effect
    - - Effort
      - Performance
      - Outcomes
      - Valence
    - - Equal Rewards
- - - - Be a Resource
      - View them Realistically
      - Build a Relationship
      - Help the Leader
    - - Personal
      - Position
- - - - Women as Leaders
        
        Interactive Leadership
  - - - Power Distance
      - Uncertainty Avoidance
      - Individualism
      - Collectivism
      - Masculinity
      - Femininity
- - - - Vertical Dyad Linkage
      - Leader-Member Exchange
      - Partnership Building
- - - - Consideration
      - Employee Centered
  - - - Initiating Structure
      - Job Centered
- - - - Desired Future
      - Links Present to Future
      - Energizes People
      - Gives Meaning
      - Standard of Excellence and Integrity
      - Broad Appeal
      - Deals with Change
      - High Ideals
        
        Self-Reference
      - Creating a Vision
        
        Co-Create the Vision
        
        Identify Strengths
        
        Write First Draft
        
        Get Feedback
        
        Share Vision Widely
    - - Framework for a Noble Purpose
      - Discovery
      - Excellence
      - Altruism
      - Heroism
    - - Strategic Management
      - Elements of Strategy
        
        Core Competence
        
        Synergy
        
        Value
        
        Strategy Formulation
    - - Implementation
      - Line of Sight
        
        Create ongoing communication
        
        Teach the "Why"
        
        Explain on an Individual Level
        
        Tell What is Not Changing