Unit 2 Review
PERSONALITY ASSESSMENT
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
ANIMAL PERSONALITY TEST
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: carnivores, herbivores, rodents, birds and reptiles.
MYERS BRIGGS TYPE INDICATOR
Developed by Carl Jung
A self questionnaire used to indicate an individual's perception and judgement of the world around them
Helps to understand why people behave the way they do in one’s personal and/or work life
Based on four categories
1
Favorite world: Do you prefer to focus on the outer world or on your own inner world? Extravert (E) or Introvert (I).
2
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).
3
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).
4
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).
TRUE COLOURS
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
GOLD
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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
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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
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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
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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
EMOTIONAL INTELLIGENCE
What is it?
The capacity to be aware of, control, and express one’s emotions, and to handle interpersonal relationships judicially and empathetically.
IQ VS EQ
IQ
Concentration
Comprehension
Analytical Skills
Multi-talented
Memory
Focus
EQ
Self-Awareness
Self-Regulation
Motivation
Empathy
Basic Question To Increase Emotional Intelligence 
Why Is It Important?
It’s not the smartest people that are the most successful or most fulfilled in life. People can be academically brilliant and yet are still socially inept and unsuccessful at work or in their personal relationships.
4 AREAS EMOTIONAL INTELLIGNECE CAN AFFECT
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
Physical Health
Raise blood pressure
Contribute to infertility
Speed up the aging process
Suppress the immune system
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
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.
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.
Difficult to offend:
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.
LEADERSHIP STYLES
What Is Leadership?
The process of inspiring others to work hard to accomplish important tasks
Types Of Leaders
Democratic
A management style in which decision-making is shared among team members
Autocratic
A management style wherein one person controls all the decisions and takes very little inputs from other group members
Laissez-Faire
Have an attitude of trust and reliance on their employees
Affiliative
A 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
A visionary leader 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
Effective
When business faces constant change or crisis
New employees lack necessary skills
Use control for desired results
Claims to be error-free work
Make quick decisions and think ahead
Ineffective
No consulting the group
People may dislike ideas but are unable to contribute
Lack of creative solutions
Makes team feel stressed and pressured
No team members can make decisions
Effective
Team members want to participate in decision making
Team members actively stay involved
There are a lot of big decisions to be made
Ineffective
Decision need to be made quickly
Team members are unwilling to participate
Effective
Creates a calm and relaxed work environment
Allows for better interaction amongst employees and employers resulting in better performance and productivity
Ineffective
Laissez-faire leadership massively relies on the ability and experience of employees, it fails to be successful when employees lack or experience therefore resulting in poor performance and productivity.
Effective
In a workplace, an employee offers to help a coworker who is struggling with a project, creating a supportive and collaborative atmosphere.
Friends comforting someone who is feeling down, offering emotional support and a listening ear.
A teacher praises and encourages their students, creating a positive and motivating learning environment.
Ineffective
Someone pretending to be nice to gain a personal advantage, without genuine care for the other person's well-being.
Offering help but not following through with it, leading to broken trust.
Superficial or insincere compliments that come across as fake rather than genuinely affiliative.
Effective
Most effective when there is some kind of new technology, opportunity or trend to take advantage of.
When there is a problem that needs solving.
When the leader has plentiful resources and/or people to achieve their goals with.
Ineffective
Visionary leadership focuses on the destination, not the journey - often leaving people confused about how to get there
Prone to getting ahead of themselves, setting a goal that’s unattainable due to lack of time, money or other resources
Effective
The emergent leadership style is effective in situations where there is no designated leader or when the team needs someone to step up and take charge. It allows for a more flexible and organic approach to leadership, promoting teamwork and empowering individuals within the group
Ineffective
Emergent leadership may be ineffective when a clear direction or structure is needed, or when there is a lack of coordination and decision-making within the group. It can also be challenging if there are conflicting ideas or a lack of trust among team members
Effective
Help managers better adapt to their work environments and to the people they lead
Ineffective
Could cause confusion if a leader constantly changes their approach
Might neglect long-term goals since it typically focuses on short-term goals
Its flexible nature may not bode well in work environments with repetitive tasks
Requires the ability to assess an employee's maturity level
Power
What is it?
The ability to affect the behaviour of others
The 6 Different Types Of Power
Reward Power – is the power to give or withhold rewards
Legitimate Power – is granted through the organizational hierarchy
Coercive Power – the power to implement negative consequences for noncompliance (could include physical or emotional threats)
Expert Power - is derived from information or expertise
Political Power - comes from the support of a group and networks of influence
Referent Power - is based on identification with, imitation of, loyalty to, and charm of the leader
What should Power be used for?
Power should be used to influence and control others for the common good rather than seeking to exercise control for personal satisfaction
LEADERSHIP THEORIES
Approaches to Effective Leadership
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
Important to adapt your leadership style to each unique situation or task to meet the needs of the team or team members.
Leadership Theories vs Leadership Styles
Leadership Theories
Leadership Styles
Recurring patterns of behaviors exhibited by leaders
Specific to characteristics of one person
Bigger picture: situation and people involved
Identify what makes successful leaders excel, how they evaluate options and why they make adjustments
Hersey-Blanchard Situational Leadership Model
Suggests managers adapt their leadership style to tasks and relationships in the workplace
Vroom-Jago Leadership Participation Theory
A contingency approach to group decision making that is designed specifically to help leaders select the best approach to making decisions
Vroom-Jago: Authority-oriented decisions
Focuses upon decision making as how successful leadership emerges and progresses
Vroom-Jago: Group-oriented decisions
This model dictates that you involve other people in the decision if one or more of these elements are present: a high-quality decision is critical, you need everyone to buy into the decision once it’s made, and you have
TEAMWORK
Lessons From Geese
Lesson 1
When geese fly, they fly in a V formation. As each goose flaps its wings it provides uplift for the geese that are behind making git easier for them to fly longer distances
Lesson 2
When a goose falls out of formation it feels the drag as it is no longer feeling the benefit of the lift described in lesson one. It works hard to get back into the formation to get the full benefit once again and rejoin the group
Lesson 3
When the lead goose gets tired it moves to the back of the formation and another goose takes over the lead
Lesson 4
Geese honk to encourage those in front to maintain the speed and work rate
Lesson 5
If a goose gets sick or wounded, two geese drop out of the formation and follow the bird to the ground. They do this to provide protection. They stay with that member until they are well enough to fly again or dies. They then head out on their own or join another formation or catch up with their own flock
Types Of Groups/Teams
Functional Groups
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
Informal Groups
Created by the members of the groups themselves for purposes that may or may not be relevant to organizational goals
Stages Of Group/Team Development
Forming
Members get acquainted, test interpersonal behaviour
Storming
Members develop group structure and patterns of interaction
Norming
Members determine their roles in the organization
Performing
Members enact their roles
What Effective Teams/Groups Do
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
Positive Team/Group Terms
Synergy
A team uses its membership resources to the fullest and thereby achieves through collective action far more than could be achieved otherwise
Cohesiveness
The degree to which members are attracted to and motivated to remain part of a team
Dysfunctional Team Issues