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Unit 2 Leadership, image, image, image, image, image, image, image, image,…

- - - - 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
    - - Developed by Carl Jung. A self questionnaire used to indicate an individual's perception and judgement of the world around them, it helps to understand why people behave the way they do in one’s personal and/or work life. it is based on 4 categories.
        
        Favorite world - Extravert (E) or Introvert (I)
        Do you prefer to focus on the outer world or on your own inner world?
        
        Information - Sensing (S) or Intuition (N)
        Do you prefer to focus on the basic information you take in or do you prefer to interpret and add meaning?
        
        Decisions - Thinking (T) or Feeling (F)
        When making decisions, do you prefer to first look at logic and consistency OR first look at the people and special circumstances?
        
        Structure - Judging (J) or Perceiving (P)
        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?
    - - Each colour is reflective of your personality…that means that we all have EACH of the colours, just in a different way, and some stronger than others. There are 4 colours that each represent something distinct.
        
        Gold
        -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
        
        Green
        -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
        
        Orange
        -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
        
        Blue
        -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
    - - Our human zoo is made up of almost fifty different animal personality types. While each animal personality is unique, they also fall into one of five broad categories
        
        Herbivores
        
        Rodents
        
        Birds
        
        Reptiles
        
        Carnivores
      - The test gives you insightful information
        
        3 personality highlights of that animal,
        
        2 famous people who share your animal
        
        2 suggested careers / hobbies
- - - - Performance at Work
      - Physical Health
      - Mental Health
      - Relationships
    - - A strong emotional vocabulary
      - A good judge of character
      - Difficult to offend
    - - Concentration
      - Comprehension
      - Analytical Skills
      - Multi-talented
      - Memory
      - Focus
    - - Self-Awareness
      - Self-Regulation
      - Motivation
      - Empathy
      - Social Skills
      - Perseverance
    - - What am I feeling right now?
      - What is the other person feeling right now?
      - What can I do to control my emotions?
      - How can I show interest in this person?
      - Is it easy? Or difficult? And why?
- - - - Understanding the barriers to effective communication
      - Become an active listener
      - Pay attention to nonverbal signals
      - Keep stress in check
      - Assert yourself
- - - - Functional Groups
        Groups that are used to accomplish a number of purposes with an unspecified time horizon
      - Task Groups
        Groups that are used to accomplish a narrow range of purposes within a stated time horizon. They function with little supervision
      - Informal Groups
        Groups that are created by the members of the groups themselves for purposes that may or may not be relevant to organizational goals.
    - - 1. Forming
        Members get acquainted, test interpersonal behaviour
      - 2. Storming
        Members develop group structure and patterns of interaction
      - 3. Norming
        Members determine their roles in the organization
      - 4. Performing
        Members enact their roles
    - - Synergy
        A team uses its membership resources to the fullest and thereby achieves through collective action
      - Cohesiveness
        The degree to which members are attracted to and motivated to remain part of a team
      - 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
    - - Inattention to results
      - Avoidance of Accountability
      - Lack of Commitment
      - Fear of Conflict
      - Absence of Trust
      - Groupthink
- - - - Legitimate
        Power that is granted through the organizational hierarchy
      - Reward Power
        It is the power to give or withhold rewards
      - Coercive Power
        The power to implement negative consequences for noncompliance (could include physical or emotional threats)
      - Expert Power
        The power that is derived from information or expertise
      - Political Power
        Power that comes from the support of a group and networks of influence
      - Referent Power
        Power that is based on identification with, imitation of, loyalty to, and charm of the leader
    - - 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.
- - - - Task Concerns
        What needs to be done, How it gets done, and Who does what
      - People Concerns
        How people work together, relationships between workers, and Relationships between employees and leadership
    - - Hersey-Blanchard Situational Leadership Model
        Leaders should vary their approach based on the people they are leading, and the circumstances that surround the task at hand. Based on the readiness of your team and the difficulty of the tasks. This has 4 different leadership styles.
        
        Telling
        Used when team is unwilling and incompetent
        
        Selling
        Used when team is willing but incompetent
        
        Participating
        Used when team is competent but unwilling
        
        Delegating
        Used when team is both willing and competent
      - Vroom-Jago Leadership Participation Theory
        Used by leaders to determine whether they should make a decision alone or involve a group, and to what extent the group should be involved. There are 3 leadership styles.
        
        Authority-oriented decisions
        These are used when:
        
        The leader has greater expertise
        
        The leader is confident and capable of acting alone
        
        Others are likely to accept and implement the decision.
        
        Little or no time is available for discussion.
        
        Group-oriented decisions
        These are used when:
        
        The leader lacks sufficient information to solve a problem
        
        The problem is unclear and help is needed to clarify
        
        Acceptance of the decision and commitment by others is necessary for implementation
        
        Adequate time is available for true participation
        
        Consultative decisions
        These are a middle ground between both styles and blends the requirements. Used in certain circumstance where the all the requirements for any of the others aren't met.