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Leadership and Navigation Competency - Coggle Diagram

- - - - Two dimensions
        
        Task(initating structure- concern for Production)
        
        Employee (consideration-concern for people)
      - Five types of Managers: termed of leadeship
        
        Authoritarian Manager(high task-low consideration)
        
        Middle of the road Manger(midpoint on both)
        
        Impoverished Manager(low task-low consideration
        
        Team leader (high task and high consideration-often seen as opimal)
        
        Country Club Manager (low task, high considerration)
  - - - Situation favorableness when:
        Unfavorable situation change to improve group and leader effectiveness
        
        Leader exert power to reach group's goal
        
        Task structure and requirement Clear
        
        Leader-member relationship Strong
    - - Supportive: try to fullfill employees relationship needs
        
        Achievement: motivate by setting challenging goals
        
        Directive: help employees understand task and goals
        
        Participative: provide more control over work and leverage group expertise through participative decision making
    - - Four quadrants: demonstrate different behaviour correspond to employee developmen
        
        Selling(more competent need focus and motivation-high task, high relationship)
        
        Participating(motivated, engaged and competent team members-high relationshop, low task)
        
        Telling (Employee not yet motivated or competent-high task, low relationship)
        
        Delegating(high competent, lose focus and motivation- low relationshiop, low task)
      - Two axes
        
        Directing behaviour- Task Behavior( Guidance)
        
        Supporting behaviour- Relationship Behaviour
- - - - Heider,Weiner others
        
        Three attribution factors
        
        Locus of control
        
        Stability
        
        Controllability
        
        Four attribution states
        
        Negative-learned helplessness and aggression
        
        Positive-empowerment and resilience
    - - Maslow
        
        Belonging and Love
        
        Esteem (both self-esteem and admiration of others
        
        Safety and Security
        
        Self-actualization
        
        Physiological
      - Herzberg
        
        Intrinsic factors: challenging work, meaning impact of work, recognition
        
        Extrinsic factor: job security , pay, conditions
      - McClelland
        
        Affiliation (feeling part of gropu)
        
        Power(influence over others)
        
        Achievement (Accomplish)
      - Self-determination
        
        Competence
        
        Relatedness
        
        Autonomy
    - - Expectancy Theory
        
        Instrumentality
        
        Valence
        
        Expectancy
    - - Important to individual
        
        Realistic but chanllenging
        
        Specific and clear
        
        Feedback to help employees determine effectiveness of their effort
  - - - Peter Salovey and John D Mayer
        
        Using emotion to facilitate thought
        
        Understanding emotion
        
        Perceiving emotion
        
        Regulating emotion
      - Daniel Goleman
        
        Self-regulation
        
        Motivation
        
        Self-awarness
        
        Empathy
        
        Social skills