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Business Leadership Unit 2 - Coggle Diagram
Business Leadership Unit 2
Personality Assessments
Animal Personality
Rodents
Rodents are nervous, submissive, organized and hard working
Birds
Birds are very creative ,keen on travel, extremely flamboyant and will put a lot of energy into things which interest them: they don't like mundane tasks.
Herbivores
Herbivores are cool and confident with a outstanding physical presence and successful work ethic.
Reptiles
Reptiles are the most readily identifiable of the animal personalities. Having been treated as outsiders for most of their lives, they respond well to people who accept them for who they are and become loyal and dependable friends in return.
Carnivores
All carnivore personalities share a propensity for being bossy, competitive, territorial, and overly aggressive. They are also intelligent, enthusiastic and infused with boundless optimism.
Type A/Type B Personality Traits
Type B
Even-tempered
Laid-back
Adaptability to change.
Low stress levels.
Tendency to procrastinate
Patience
Flexibility.
Type A
Have a lot of ambition.
Very Organized.
Competitive.
Dislike wasting time.
Feel impatient or irritated when delayed.
Tendency to multitask.
Highly focused on goals.
Myers-Briggs Type
Information
Sensing
Interpret and add meaning.
Intuition
Focus on the basic information.
Decisions
Thinking
Look at logic and consistency.
Feeling
Look at people and special circumstances.
Favorite World
Extraversion
Focus on the outer world.
Introversion
Focus on your own inner world.
Structure
Judging
Form an opinion or conclusion when dealing with the outside world
Perceiving
Stay open to new information and options when dealing with the outside world.
True Colours
Green
Ask why? Inquire about things.
Reserved.
Enjoy private time to think.
Work alone.
Orange
Just do it! Be spontaneous.
Bored by planning ahead.
Rules are hard.
Hands on.
Gold
Be prepared and organized.
Plan ahead.
Traditions.
One topic at a time.
Blue
How does this make you feel?
Co-operation is important to you.
Want perfect love.
Sensitive to rejection and conflict.
Power
Types of power
Coercive Power
To force compliance by psychological, emotion or physical threats.
Expert Power
Derived from information or expertise.
Reward
To give or withhold rewards.
Political Power
The support of a group and networks of influence.
Legitimate power
Granted through the organizational hierarchy.
Referent Power
Identification with, imitation of, loyalty to, and charm of the leader.
Definition
The ability to get someone else to do something you want done or to make things happen the way you want.
Use
Influence
Personal Satisfaction.
Control
Benefit everyone.
Emotional Intelligence
What is it?
Control of emotions.
Ability to express emotions.
Awareness of emotions.
Handle interpersonal relationships.
Judicially
Empathetically
Emotional Intelligence level indicators.
Ability to judge character.
Difficulty to offend.
Emotional vocabulary strength.
Affects
Performance at Work
Lead and motivate others, and excel in your career.
Companies now view emotional intelligence as important as technical ability and require EQ testing before hiring.
Navigate social complexities of the workplace.
Physical Health
Immune System.
Risk of heart attack and stroke.
Blood pressure.
Infertility.
Aging process.
Mental health
Mood swings.
Relationship health.
Anxiety and depression.
Relationships
Express how you feel.
Communication Abilities
Leadership
Defintion
The process of inspiring others to work hard to accomplish important tasks.
Leadership styles
Democratic
With everyone having a voice this leadership style uses the input from others. People who are democratic are good listeners and are cooperative making decisions slowly and thoughtfully to fully involve the group.
Laissez Faire
With details are not much a concern, this leadership style is relaxed and supportive as things will get done. People who use this leadership style are laid back, trust their employees and encourage teamwork.
Autocratic
Being more controlling and direct this leadership style uses authority to go headfirst into problems. People who are autocratic are efficient and measure their success by the quantity of task/activities they get done.
Teams
Lessons from Geese
Geese honk to encourage each other to maintain speed and work rate.
A team needs to encourage each other to achieve and keep going.
Geese feel higher amounts of drag when not in formation.
You loose the support of a team if you go into something alone.
Wounded geese are helped to the ground.
Teams stand by each other.
Fly in V formation.
Having a common goal and a sense of belonging will allow teams to achieve goals faster.
Tired geese go to the back of the formation.
Good teams take turns at harder tasks and share the lead.
Types of groups
Task Groups
Used to accomplish a narrow range of purposes within a stated time horizon. They function with little supervision.
Informal Groups
Created by the members of the groups themselves for purposes that may or may not be relevant to organizational goals.
Functional groups
Used to accomplish a number of purposes with an unspecified time horizon.
Reasons to join a group
Group goals
Goals may appeal to you.
Need satisfaction
May be achieved by joining.
Group activities
Activities may appeal to you.
Instrumental benefits
Perks to joining a group.
Interpersonal attraction
Attracted to the groups interests or members,
Roles within a group
Task Roles
Orienter
Shifts the direction of the group's discussion.
Elaborator
Explains ideas within the group, offers examples to clarify ideas.
Evaluator-critic
Measures group's actions against some objective standard.
Information-giver
Offers facts or generalization to the group.
Energizer
Stimulates the group to a higher level of activity.
Opionion-seeker
Asks for the input from the group about its values.
Procedural-technician
Performs logistical functions for the group.
Information-seeker
Asks for information about the task.
Recorder
Keeps a record of group actions.
Initiator-contributor
Generates new ideas.
Coordinator
Shows the relationships between ideas.
Definition
Roles that help the group accomplish its task.
Maintenance roles
Definition
Roles that help the group build and maintain itself as a group
Standard Setter
Suggests standards or criteria for the group to achieve.
Gatekeeper/expediter
Keeps communication channels open.
Compromiser
Moves group to another position that is favored by all group members.
Harmonizer
Mediates differences between group members.
Encourager
Praises the ideas of others.
Group observer
Keeps records of group activities and uses this information to offer feedback to the group.
Follower
Goes along with the group and accepts the group's ideas.
Blocking Roles
Definition
Roles the block the effective function of the group.
Dominator
Asserts control over the group by manipulating the other group members.
Self-confessor
Seeks to disclose non-group related feelings or opinions.
Blocker
Resists movement by the group.
Recognition seeker
Calls attention to himself or herself.
Help seeker
Tries to gain the sympathy of the group.
Aggressor
Attacks other group members, deflates the status of others, and other aggressive behavior.
Special interest pleader
Uses stereotypes to assert his or her own prejudices.
Group development
Storming
Members develop group structure and patterns of interaction.
Norming
Member determine their roles in the organization
Forming
Members get acquainted, test interpersonal behavior.
Performing
Members enact their roles
When to use a team
Comprehension is critical.
Culture is supportive.
Different perspectives are important.
Time is available.
Quality Counts.
Effective teams attributes
Openly examine and resolve differences.
Discuss objectives and task of team until understood and accepted.
Build on different ideas.
Reach decisions through examination of differences and alternatives
Advantages
Processing power.
Questioning of assumptions.
Different perspectives.
Development of commitment
Broad knowledge.
Disadvantages
Time consuming.
Counter-cultural.
Diffused responsibility/accountability.
Domination by indidual.
Conformity with the majority.
Group think
Tendency for highly cohesive teams to their evaluative capabilities.
Symtoms
Rationalizing unpleasant data
Members refuse to look at alternative data.
Belief on inherent group mortality
Members act as if they are always right.
Illusions of Invulnerability
The team believes it is too good for criticism.
Self-censorship by members
Lack of communication within the group.
Illusions of unanimity
Members accept consensus prematurely
Stereotyping competitors
Believing competitors are stupid and weak.
Mind Guarding
Outside viewpoints are closed off from the group.
Applying direct pressure
Forcing conforment.
Cohesiveness
Factors to Increase
Personal attraction to the group.
Members agreeing on group goals.
Favourable evaluations of the group.
Frequent interaction between members.
Intergroup competition.
Factors to decrease
Intragroup competition
Domination by one or two group members.
Disagreement on goals.
Unpleasant experiences that the group shared.
Large group size.
Definition
The quality of forming a united whole.
Leadership Theories
Deals With
Task Concerns
How it gets done.
What needs to be done.
Who does what.
People Concerns
How people work together.
Relationships between workers.
Relationships between leadership and employees.
Leadership Theory Examples
Vroom-Jago
Goal
Determine whether a decision should be made by a group or an individual
Factors
Decision Methods
Authority
Decision method should be used when.
Leader is confident and capable of acting alone.
Others will follow and implement decision.
Leader has greater expertise.
Limited amount of time available.
Group
Decision method should be used when.
Problem is unclear.
Acceptance of decision by others is vital.
Leader lacks sufficient expertise.
Adequate amount of time available.
Consultatative
Decision acceptance
Importance of subordinate acceptance.
Decision time
Time available to make and implement decsion
Decision qulaity
Who has information/expertise.
Hersey-Blanchard
Leadership styles
Participating(Share ideas)
Followers able, unwilling, insecure
Delegating(Turn over decisions)
Followers able, willing confident
Selling (explain decisions)
Followers unable, willing, confident
Telling(Give instructions)
Followers unable, unwilling, insecure
Goal
Vary approach based on people they are leading.
Readiness
Willing
Confidence
Able
Purpose
Identify what makes a leader successful.
Identify situation and people involved.
