Please enable JavaScript.
Coggle requires JavaScript to display documents.
Unit 2 - Leadership, Terminology, Personality Assesments, Emotional…
Unit 2 - Leadership
Emotional Intelligence: the capacity to be aware of, control, and express one's emotions, and handle interpersonal relationships judically and empathetically
Emotional Regulation: develops as we age; it consists of maturity and intelligence. Our ability to understand rules, and form thoughtful and empathetic responses.
Emotional Intelligence can affect: preformance at work, physical health, mental health and relationships. The more emotionally intelligent a person is, the better these things will be. However if someone has poor emotional intelligence, these things will not do too well.
Emotional Intelligence and regulation involve having IQ and EQ. IQ is more concentration, analyitical and focus based. EQ is more emotion, empathy, and motivation based
-
We did a minor assignment on the different leadership styles. The assignment included creating a slideshow about a type (I was given Laissez-Faire), then wrote a description of what leadership style we identify with.
-
-
-
Power is the ability to affect the behaviour of others. It should be used to influence others for the common good, rather than just seeking power.
-
-
Leadership Theories focus on the characteristics of leaders, and attempt to identify the behaviors that people can adopt to improve their own leadership abilities in different situations. It's important to adapt your leadership style to each unique situation or task to meet the needs of the team.
Leadership Styles are recurring patterns of behaviours exhibited by teachers. They are specific characteristics of one person.
-
-
It's very crucial to leadership that an individual knows their personality types for a number of reasons. For example, leaders who are in tune with their personality types will:
- Be able to utilize their energy wisely
for example extroverts may focus on roles
involving communicating with customers
and employees
- Use their strengths to their fullest potential in tasks, and be more mindful of their weaknesses
- Go into career paths according to what best suits their personality type
The first thing we did in unit 2 was assesing our personalities and looking at results from various websites.
Animal test - Gives insight to what animal you are. This test is useful when trying to find out what career paths best suit your personality and what weaknesses come with your personality type.
Type A or B - Helps people understand if they are more timely, organized, and high-functioning OR if they are more laid back, late and relaxed about things. This can provide explanation as to why we react certain ways in certain situations and how we handle work load.
Myers Briggs Indicator - Gives an even more detailed result about personality traits (out of 16 types) and how they function in society. Helpful to know if you're introverted or extroverted, and again gives career paths.
True Colours - Gives general idea of personality similar to the animal type test. Talks about family an friend life and how they function in different settings.
Terminology
Synergy - team uses its membership resources to the fullest and acheives through collective action for more than could be acheived
-
Groupthink - Sets in when group members are more concerned with consensus (often due to rushing). Eliminates independent thinking and creativity
-
-
-
-
-
-
- Democratic - welcome and value others' input, rely heavily on team participation, and facilitate discussions that enable multiple members of their group to weigh in on decisions.
- Autocratic - make choices based upon their own ideas alone and do not listen to their team or seek input from others.
- Laissez-Faire - allow their followers to have the autonomy to make their own decisions and manage their own tasks
-
- Affiliative - type of leadership that promotes positivity, a harmonious workplace and team-building
- Emergent- occurs when a group member is not appointed or elected as leader, but rather that person steps up as the leader over time within group interactions.
- Visionary- ensures the vision becomes reality by stating clear goals, outlining a strategic plan for achieving those goals and equipping and empowering each member to take action on the plan at the organizational, team and individual levels
- Situational - pays close attention to the changing needs of the team, task, and organization
-
-
-
-
-
-
-
-
-
-
based on identification with, limitation of, loyalty to, charm of the leader
-
-
-
-
-
Task Groups - used to accomplish a narrow range of purposes within a stated time horizon. little supervision
Informal Groups - created by the members of the groups themselves for purposes that may or may not be relevant to organized goals
- 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
-
1) FORMING - members get aquainted, test interpersonal behaviour
-
-
-
- Leaders should vary their approach based on the people they are leading, and the cirumstances that surround the task at hand
- Used by leaders to determine whether they should make a decision alone or involve a group and to what extend the group should be involved
- Use authority-oriented decision methods, along with group-oriented ones