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UNIT 2 MIND MAP - Coggle Diagram

- - - - The capacity to offer something of value as a means of influencing other people.
  - - - The capacity to influence other people because of their desire to identify personally with you.
    - - The capacity to offer something of value as a means of influencing other people.
  - - - Expert Power
        
        The capacity to influence other people because of specialized knowledge.
    - - The capacity to influence other people by virtue of formal authority, or the rights of office.
  - - - Credibility is needed in leadership but not necessarily in power.
        
        Power is derived from a position of authority. Leadership is a personal attribute.
        
        Leadership requires power in order to be effective (to successfully inspire subordinates). However, power does not depend on leadership.
- - - - Stress and Emotion: Stress can distort communication, leading to misunderstandings. Calm down before continuing a conversation.
      - Lack of Focus: Multitasking prevents you from fully engaging in the conversation. Stay focused.
      - Inconsistent Body Language: Ensure your body language matches your words to avoid confusion.
      - Negative Body Language: Avoid gestures like crossing arms or avoiding eye contact, which can signal disagreement or discomfort.
    - - Eliminate Distractions: Focus solely on the email and avoid multitasking.
        
        Clear Tone: Ensure your body language and tone align with your message to avoid miscommunication.
        
        Respond Thoughtfully: Carefully read the email before replying to fully understand the sender’s message.
        
        Acknowledge Emotions: Recognize the tone in the email and respond empathetically, especially if it involves sensitive topics.
        
        Email Tone Matters: Since you lack body language in emails, ensure your tone is clear, respectful, and non-ambiguous.
        
        Be Mindful of Emojis: Use sparingly and only in informal settings; ensure they don’t undermine your professionalism.
        
        Pause Before Responding: If the email is stressful or contentious, take a moment to calm down before replying.
        
        Stay Calm: Be clear and composed, avoiding hasty or emotionally charged responses.
        
        Be Direct but Respectful: State your needs or requests clearly while remaining polite and respectful.
        
        Set Boundaries: Politely decline requests or assert your opinion when necessary, using a firm yet courteous tone.
  - - - Focus on the Speaker: Eliminate distractions to fully understand both words and emotions.
      - Favor Your Right Ear: Use your right ear to better detect emotional cues.
      - Don’t Interrupt: Listen without planning your response. Let the speaker finish.
      - Show Interest: Use body language like nodding and smiling to stay engaged.
      - Provide Feedback: Reflect what the speaker says to ensure understanding.
  - - - Cultural Differences: Be aware that body language varies across cultures and people.
      - Consider the Whole Picture: Look at all nonverbal cues together to understand the message.
      - Use Nonverbal Cues Effectively: Match your body language with your words to reinforce your message.
      - Avoid Negative Body Language: Even when nervous, maintain positive body language to project confidence.
  - - - Stay Calm: In stressful situations, pause to gather your thoughts and respond clearly.
      - Quick Stress Relief: Use techniques like deep breathing or sensory methods to reduce stress quickly.
      - Humor and Compromise: Lighten the mood with humor and be willing to compromise to reduce tension.
      - Take Breaks: If things get heated, step away to regain composure.
  - - - Value Yourself: Your needs and opinions are important.
      - Know Your Needs: Express your wants clearly without disregarding others.
      - Express Negative Thoughts Positively: Disagree respectfully, without hostility.
      - Accept Feedback: Be open to constructive criticism and learn from it.
      - Learn to Say “No”: Set boundaries to protect yourself from being overwhelmed.
      - Empathetic Assertion: Express your needs while considering others’ perspectives.
      - Escalating Assertion: If necessary, become more firm when communicating your needs.
- - - - Bird
        
        Examples: Writers, artists, public speakers
        
        Similar to: ENFP, INFJ, high extraversion/openness
        
        Creative, insightful, broad-minded
        
        Expressive, social, visionary
        
        The Observant & Communicative Types
      - Herbivore
        
        Examples: Teachers, counselors, caregivers
        
        Similar to: ISFJ, high agreeableness
        
        Patient, harmonious, avoids conflict
        
        Gentle, cooperative, empathetic
        
        The Peaceful & Nurturing Types
      - Carnivore
        
        Examples: CEOs, athletes, entrepreneurs
        
        Similar to: ENTJ, high extraversion/assertiveness
        
        Goal-driven, dominant, assertive
        
        Confident, competitive, ambitious
        
        The Leaders & Assertive Types
      - Rodent
        
        Examples: Engineers, journalists, entrepreneurs
        
        Similar to: ENTP, ISTP, high openness
        
        Opportunistic, problem-solving, resilient
        
        Clever, curious, quick-thinking
        
        The Adaptable & Resourceful Types
        
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        Reptile
        
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    - - Blue Attributes
        
        Look for meaning and significance in life; authentic,
        
        Need to contribute, encourage and care; idealistic, spiritual, sincere
        
        Value relationships; a natural romantic, a poet and a nurturer
        
        What does this mean when:
        
        AT WORK/SCHOOL: with people, inspire, share, care. Co-operation is important to you;
        
        WITH FRIENDS: want perfect love, thoughtful, affectionate, good listener;
        
        WITH FAMILY: happy, loving, sensitive to rejection and conflict.
      - Gold Attributes
        
        Follow the rules and respect authority; loyal, dependable, prepared
        
        Strong sense of what is right and wrong in life; thorough, sensible, punctual
        
        Need to be useful and belong; faithful, stable, organised
        
        What does this mean when:
        
        AT WORK/SCHOOL: like routines, structure, one topic at a time, clear expectations;
        
        WITH FRIENDS: like to plan ahead, careful with money, need reassurance;
        
        WITH FAMILY: stability, security, traditions, like to spend holidays with family.
      - Green Attributes
        
        Seek knowledge and understanding; analytical, global, conceptual
        
        Value intelligence, insight, integrity and justice; abstract, hypothetical, investigative
        
        Are a natural non-conformist, a visionary and a problem solver
        
        What does this mean when:
        
        AT WORK/SCHOOL: love to work alone & achieve understanding, many interests;
        
        WITH FRIENDS: seem reserved, uneasy with emotional displays, high integrity;
        
        WITH FAMILY: prefer to be alone, enjoy private time to think, love sharing ideas and interests.
      - Orange Attributes
        
        Act on a moment’s notice; witty charming spontaneous, direct
        
        Need fun, variety, stimulation and excitement; optimistic, eager, courageous
        
        Are a natural trouble-shooter, a performer and a competitor
        
        What does this mean when:
        
        AT WORK/SCHOOL: ‘hands-on’, flexibility, variety, difficulty with structure, arts, sports;
        
        WITH FRIENDS: bored by planning ahead, excited by new and different things;
        
        WITH FAMILY: need space/freedom, desire fun, rules are hard.
    - - Decisions
        
        When making decisions, do you prefer to first look at logic and consistency OR first look at the people and special circumstances?
        Thinking (T) or Feeling (F).
        
        Structure
        
        In dealing with the outside world, do you prefer to get things decided or do you prefer to stay open to new information and options?
        Judging (J) or Perceiving (P).
      - Favorite world
        
        Do you prefer to focus on the outer world or on your own inner world?
        Extravert (E) or Introvert (I).
      - Information
        
        Do you prefer to focus on the basic information you take in or do you prefer to interpret and add meaning?
        Sensing (S) or Intuition (N).
    - - Type A
        
        Competitive
        
        Achiever (over-achiever?)
        
        Aggressive
        
        Fast Worker
        
        Impatient
        
        Restless
        
        Hyper-Alert
        
        Tense Face Muscles
        
        Feeling of Being Under Pressure
      - Type B
        
        Relaxed
        
        Easy going
        
        Seldom impatient
        
        Not easily irritated
        
        Works steadily
        
        Seldom lack time
        
        Not pre-occupied with social achievement
        
        Moves and speaks slower
- - - - used to accomplish a number of purposes with an unspecified time horizon
    - - Task Groups
        
        used to accomplish a narrow range of purposes within a stated time horizon. They function with little supervision
    - - created by the members of the groups themselves for purposes that may or may not be relevant to organizational goals.
  - - - Members get acquainted, test interpersonal behaviour
    - - Members develop group structure and patterns of interaction
    - - Members determine their roles in the organization
    - - Members enact their roles
  - - - Share and build on other’s ideas
      - Openly examine and resolve differences
      - Discuss objectives and tasks until understood and accepted
      - Reach decisions through examination of differences and alternatives
  - - - A team uses its membership resources to the fullest and thereby achieves through collective action far more than could be achieved otherwise
    - - the degree to which members are attracted to and motivated to remain part of a team
- - - - identify what makes successful leaders excel, how they evaluate options and why they make adjustments
      - Bigger picture: situation and people involved
    - - recurring patterns of behaviors exhibited by leaders.
      - Specific to characteristics of one person
  - - - Task concerns
        
        What needs to be done
        
        How it gets done
        
        Who does what
      - People concerns
        
        How people work together
        
        Relationships between workers
        
        Relationships between leadership and employees
    - - Hersey-Blanchard Situational Leadership Model
        
        Telling
        
        Incompetent and unwilling
        
        Selling
        
        Incompetent but willing
        
        Participating
        
        Competent but unwilling
        
        Delegating
        
        Competent and willing
  - - - Vroom-Jago Leadership Participation Theory
        
        Three Options
        
        Authority decision
        
        Consultative decision
        
        Group decision
        
        LEADERSHIP STYLES
        
        Democratic
        
        Effective
        
        When there is lots of time
        
        When creativity and ideas are valued
        
        When team-building and capacity-building are a priority
        
        When staff are skilled and experienced
        
        Ineffective
        
        Decision need to be made quickly
        Team members are unwilling to participate
        
        Encourages team members to be a part of decision making
        
        Autocratic
        
        Effective
        
        when business faces constant change or crisis
        
        new employees lack necessary skills
        
        when quick decisions are needed
        
        when confidentiality is needed
        
        Ineffective
        
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        An autocratic / authoritarian leader controls all decisions and takes very little input from others.
        
        LAISSEZ-FAIRE LEADERSHIP
        
        Effective
        
        When group being led is able to do their job without assistance (when staff is highly skilled, motivated, and experienced)
        With large teams
        
        Ineffective
        
        it fails to be successful when employees lack or experience therefore resulting in poor performance and productivity.
        
        are leaders that tend to have trust and rely on their followers by letting them make their own decisions and handle tasks with little to no direction.
- - - - IQ
        
        Concentration
        
        Comprehension
        
        Analytical Skills
        
        Multi-talented
        
        Memory
        
        Focus
      - EQ
        
        Self-Awareness
        
        Self-Regulation
        
        Motivation
        
        Empathy
        
        Social Skills
        
        Perseverance
    - - Measuring Emotional Intelligence
        
        A strong emotional vocabulary
        
        Accurately identify your emotions. The more specific your word choice, the better insight you have into exactly how you are feeling, what caused it, and what you should do about it.
        
        A good judge of character
        
        Read other people, know what they’re about, and understand their motivations.
        
        Emotionally intelligent people are self confident and open minded which creates a thick skin.
        You’re able to mentally draw the line between humor and degradation.
        
        Difficult to offend
    - - Mental Health
        
        Vulnerable to anxiety and depression.
        
        Without Emotional Intelligence, you’ll be open to mood swings
        
        Inability to form strong relationships can leave you feeling lonely and isolated.
        
        Physical Health
        
        raise blood pressure
        
        increase the risk of heart attack and stroke
        
        contribute to infertility
        
        speed up the aging process
        
        Relationships
        
        By understanding your emotions, you’re better able to express how you feel and understand how others are feeling.
        
        This allows you to communicate more
        
        effectively and forge stronger relationships,
        
        both at work and in your personal life.
      - Performance at Work
        
        Navigate social complexities of the workplace
        
        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