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Leadership (Influence Tactics (135) (Personal appeals (Friendship),…
Leadership
Influence Tactics (135)
Personal appeals (Friendship)
Exchange
Ingratiation (Brown-noser)
Coalition Tactics
Consulation
Pressure Tactics
Inspirational appeals
Legitimizing Tactics
Rational Persuasion (logical/factual)
Values/Ethics/Character (150)
Moral Reasoning (156)
Rule-based thinking
Case-based thinking
Ends-Based thinking
Biases (159)
Implicit prejudice (159)
In-group favourtisim (160)
Overclaiming credit (161)
Conflicts of interest (161)
Moral justification (163)
Euphemistic labeling
Displacement of responsibility
Advantageous comparison
Disregard or distortion of consequences
Dehumanisation
Diffusion of responsibility
Attribution of blame
Sources
Generational values (154)
Cultural based values
Moral potency (164)
Moral courage
Moral efficacy
Moral ownership
Leadership Styles
Servant Leadership (168)
Listening
Empathy
Healing
Awareness
Persuasion
Conceptualisation
Foresight
Stewardship
Commitment to others
Building community
Stewardship (Block - not text)
Authentic Leadership
Leading by example (172)
Basic fairness
Ethical actions and self-expectations
Interpersonal behaviours
Articulating ethical standards
Creating and sustaining ethical climate (174)
Formal ethics policies and procedures
Core ideology
Integrity
Structural reinforcement
Process focus
Principle-centered leadership (175)
Interpersonal
Managerial
Personal
Organisational
Interactional Framework
Follower
Situation
Leader
Development
Experiential
AOR - Action/Observation/Reflection
Perception and Reflection
Perception and Action
Perception and Observation
Single loop learning
Learning from Experience (92)
10% stretch assignments
Learning from others
Get feedback
Journalling
Development plan
Reflection on Learning
Transfer learning to new environment
GAPS / Gaps of GAPS analysis
Action Learning (62)
Double loop learning
Mentoring
Onboarding roadmap (first 90 days) (86)
Build technical competence (96)
Become an expert in the job
Broaden experiences
Determine how jobs contributes to overall mission
Relationships
With Superiors (99)
Understand their world
Adapt to their style
With Peers
Recognizing common interests and goals
Understanding their tasks/problems/rewards
Practicing a Theory Y attitude
Building blocks of skills (195)
Personality traits and types
OCEAN (190)
A = Agreeableness
C = Conscientioness
N = Neuroticism
O = Openess to Experience
E = Extraversion
Myers-Briggs Type Indicator (200)
Extraversion-introversion
Sensing-intuition
Thinking-feeling
Judging-perceiving
Knowledge
Experience
Skills / Competencies
Values/Interests/Motives/Goals
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Intelligence
Tiarchic Theory of Intelligence (208)
Creative
Practical
Analytical
Power
Power Sources (123)
Referent
Reward
Expert
Legitimate
Coercive
Power Motives (132)
Motivation to manage
'I want to control things'
Socialised Power
'I want to do some good for...'
Personalised Power
'I want to be in charge'