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Unit 4- Leadership from The Manager's Perspective - Coggle Diagram

- - - - The existence of an experience is completely negated and ignored.
    - - An individual is aware of an experience but its meaning is changed and garbled to conform to a poor self-concept.
- - - - It occurs when employees are moved towards a goal.
    - - It occurs when the team is strengthened and solidarity is encouraged.
- - - - Theory X: Human beings are inherently lazy, unwilling to take on responsibility, and passive bodies in the face of work. Therefore, they need coercion in order to work. Leadership behavior: Management need to control, force, or incentivize employees to reach the organizational objectives of the company.
      - Theory Y: Human beings are inherently willing to work, willing to take on responsibility, and active participants in the workplace who want to do a good job. Therefore, they need opportunities. Leadership behavior: When a person identifies with the objectives of the organization, external controls are not necessary. The most important incentive to work is the satisfaction of ego needs and the aspiration for self-actualization.
      - The negative attitude towards people can lead to a cycle that Watzlawick describes as a "self-fulfilling prophecy".
        
        Self-fulfilling prophecies have an almost magical, reality creating effect. A positive attitude towards another person is based on trust and reliance, which leads to further development of his strengths and assets. In case of the more often represented negative attitude, it serves to foster prejudices, pick on the weak and act dismissively, whether consciously or unconsciously. The reaction to this negative behavior will be depending on character- escape, revolt, or assimilation.
        
        Crisand concluded that the best course of action for a manager is to resign from the leadership position should if they discover in themselves a negative attitude towards people or if they are unable to master the basic attitudes.
  - - - Dissatisfaction is produced by working environmental factors are an employee's relationship with their boss and level of supervision, their work conditions and salary, company policies, and the relationships employees have with peers. Herxberg proposes that addressing these hygiene factors can lead to the cessation of dissatisfaction but not necessarily and increase in satisfaction.
      - Satisfiers or motivators are the opportunity to do something meaningful that contributes to a sense of performance or success, recognition for work done, involvement in decision making, the nature of the work, responsibility and involvement in decision, advancement, and the possibility of personal development. The factors that refer to the work content and allow an employee to satisfy their personal growth motives can be truely motivating.