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LEADERSHIP - Coggle Diagram

- - - - Ingroups, Outgroups
    - - Unique pesonal hist. Interest, Character traits, Motivation
    - - Appointed, experience
  - - - Action, Observation, Reflection (AOR Model)
        
        Spiral of Experience (S4-5)
        
        Perception & Observation (S7) Perceptual Sets
        
        Perception & Reflection (S8) Attributions
        
        Perception & Action Self Fulfilling Prophecy (S10)
      - Archetypes of Leadership (S12)
      - Single & Double Loop Learning (S13)
      - Colleges
        
        College 1, programs (S15) Service Learning
        
        College 2 feedback, case studies, role playing, simulations (S16)
      - Organizational Settings (S18)
        
        Supervisors (Training, Monitoring, Giving feedback, Performance review
        
        Managers (Interpersonal Skills, Oral & Written COmm skills, Time Mgt, Planning, Goal Setting
        
        CEO (Strategic Planning, Public Relations, Interpersonal Skills)
        
        Trainings & Programs
        
        Development Planning
        
        5 questions (S23)
        
        Mentoring
        
        Target specific needs
        
        Informal (more effective
        
        Formal (accelerate development) S32
        
        Coaching
        
        Informal (Peterson & Hicks)
        
        Formal
      - Building Leadership Self-Image (S33)
  - - - Sources of Leader Power S10
        
        Social Power (French & Ravens Bases)
        
        Expert Power
        
        Referent Power
        
        Legitimate Power
        
        Reward Power
        
        Coercive Power
        
        Taxonomy
    - - Rational Persuasion
      - Inspirational Appeals
      - Consultation
      - Ingatiation
      - Personal Appeals
      - Exchange
      - Coalition Tactics
      - Pressure Tactics
      - Legitimazing Tactics
      - Tactics
        
        Soft
        
        Rational
        
        Social
    - - Personalized Power
      - Socialized Power
      - Miners Sentence Completion Scale MSCS
        
        motivation to manage
  - - - Values
        
        Instrumental Values S7
        
        Terminal Values S7
        
        Pervasive Influences S8
    - - Vision, Empathy, Consistency, Integrity
      - McGregors Style S6 (Implicit Attitude)
        
        Theory X
        
        Theory Y
    - - Dual Process Theory
      - Kidder
        
        Truth vs Loyalty
        
        Individual vs Community
        
        Short Term vs Long Term
        
        Justice vs Mercy
        
        Ethical Dilemmas S13
        
        End-based thinking
        
        Rule Based thinking
        
        Care-based Thinking
        
        Moral Decision Making S14
        
        Implicit Prejudice
        
        In group Favoritism
        
        Overclaiming a credit
        
        Conflicts of Interest
    - - Authentic Leadership
      - Servant Leadership
      - Upward Ethical Leadership S22
      - Principle-centered Leadership S24
  - - - Beers Model
        
        Dissatisfaction
        
        Model M (Systems Thinking, Siloed Thinking
        
        Organizational Alignment
        
        Process P, Change Plan
        
        Resistance, R
        
        Expectation-Performance Gap
        
        SARA Model
    - - Traditional Authority System
      - Legal Rational
      - Charismatic Authority
    - - Transactional Leadership
      - Transformational Leadership
    - - Transformational
      - Transactional
      - MLQ
- - - - Episodic Managerial Incompetence
      - Chronic Managerial Incompetence
      - Lack of Organizational Fit S14
      - Lack of Situational and Self Awareness
      - Lack of Intelligence and Subject Matter expertise
      - Poor Followership
      - Dark Side Personality Traits S18
- - - - Aspects of Followers
    - - Implications
    - - Dynamic Change
        
        W5CHAPTER 15
        
        Malicious Compliance
        
        Compliance
        
        Cooperation
        
        Commitment
    - - Future leaders
- - - - Various followers differently in the same situation
        Same followers differently in different situations
        (S29)
    - - Various leaders differently
        Each other differently with different leaders
        (S30)
- - - - Myers-Briggs Type S11
      - Intelligence S14
        
        Sternberg's Triarchic Theory (Analytic, Practical, Creative) S16
        
        Creativity Killers S19
        
        Cognitive Resources Theory S20 (Experience & inteligence)
        
        Emotional Intelligence S22
        
        Ability Model
        
        Mixed Model (Goleman)
        
        Mixed Model (Bar-On)