Unit 2 mind map

PERSONALITY ASSESMENT

Animal personality test:

strong correlation between human and animal behavior Fighting is equivalent to the way in which we try and control our environment. Carnivorous personalities are assertive and aggressive, while herbivore personalities tend to be passive and cautious.

Type A:

Competitive

Achiever (over-achiever?)

Aggressive

Fast Worker

Impatient

Restless

Hyper-Alert

Tense Face Muscles

Feeling of Being Under Pressure

Type B:

Easy going

Seldom impatient

Not easily irritated

Works steadily

Seldom lack time

Not pre-occupied with social achievement

Moves and speaks slowe

Relaxed

myers briggs type indicator

A self questionnaire used to indicate an individuals 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

Developed by carl jung

based on four categories

favourite 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).

decision

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).

strcuture

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

we all have each of the colours, just in a different way, and some stronger than others

valuable for improving your effectiveness when working with others

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

like routines, structure, one topic at a time, clear expectations

like to plan ahead, careful with money, need reassurance

stability, security, traditions, like to spend holidays with family

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

love to work alone & achieve understanding, many interests

seem reserved, uneasy with emotional displays, high integrity

prefer to be alone, enjoy private time to think, love sharing ideas and interests

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

‘hands-on’, flexibility, variety, difficulty with structure, arts, sports;

bored by planning ahead, excited by new and different things

need space/freedom, desire fun, rules are hard

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

with people, inspire, share, care. Co-operation is important to you

want perfect love, thoughtful, affectionate, good listener

happy, loving, sensitive to rejection and conflict

EMOTIONAL INTELLIGENCE

The capacity to be aware of, control, and express one’s emotions, and to handle interpersonal relationships judicially and empathetically

kid

Doesn’t Understand Why

Immediate Response

Selfish Response

adult

Thoughtful Response

Empathetic Response

Understands Rules

emotional regulation is

maturity and intelligence

IQ

Concentration

Comprehension

Analytical Skills

Multi-talented

Memory

Focus

EQ

Self-Awareness

Self-Regulation

Motivation

Empathy

Social Skills

Perseverance

self awareness

What am I feeling right now?

empathy

What is the other person feeling right now?

Self-Regulation

What can I do to control my emotions?

Social Skills

How can I show interest in this person?

Motivation

Is it easy? Or difficult? And why?

why is emotional intelligence important?

People can be academically brilliant and yet are still socially inept and unsuccessful at work or in their personal relationships

what does it affect?

Your performance at school/work

Your physical health

Your mental health

Your relationships

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

Uncontrolled stress can impact your 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.

Uncontrolled stress can :

raise blood pressure

suppress the immune system

contribute to infertility

speed up the aging process

raise blood pressure

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 and effectively and forge stronger relationships

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

what are leadership styles?

Refers to a leader’s methods, characteristics, and behaviors when directing, motivating, and managing their teams

Shaped by personality, values, skills, and experiences

Determines how leaders develop their strategy, implement plans and respond to changes while managing stakeholders expectations and their team’s well-being

autocratic

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

controls all decisions and takes very little input from others. These leaders use their own ideas and take power over others

effective:

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

ineffective:

democratic

Democratic Leadership also known as participative leadership is one of the most effective styles of leadership.

Comes for the word democracy which means run by the people.

Welcome and value others’ input and rely heavily on group participation.

Studies have shown that democratic leadership generates high levels of productivity, creativity, team engagement, and a more collaborative, inviting work environment.

It can take a good amount of time and effort to get others’ input, reach a consensus, and facilitate collaboration. In situations where a decision needs to be made quickly or these discussions aren’t time- or cost-effective, this tactic may not be efficient

Encourages team members to be a part of decision making

Alllows team members to participate equally while brainstorming

Open communication with team members

Appriciates feedback as it helps to improve how the team is lead

effective

Encourages team members to be a part of decision making

Alllows team members to participate equally while brainstorming

Open communication with team members

Appriciates feedback as it helps to improve how the team is lead

ineffective:

Decision need to be made quickly

Team members are unwilling to participate

Laissiez faire

Laissez-faire leaders 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. Only offering their team support and training if deemed necessary. By not micromanaging every situation, employees are able to use their full creativity and resources to reach desired goals

effective

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

When group being led is able to do their job without assistance

Marketing environments; leader checks in occasionally

Technology firms: employees typically innovate on their own then show boss after

Retail: employees float around until needed by customer

Difficult for new hires who need more leading
Not possible in medical environments such as hospitals and doctors offices

example

Teachers: while students do independent work, teachers walk around the class to assure everyone is on task. They only jump in when a student needs help with their work

visionary leadership

A visionary leader, envisions big things and ensures the vision becomes reality. They accomplish this by having clear goals, a strategic plan for achieving those goals and equipping/empowering each member to take action on the plan

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

A leader is overly idealistic and focuses too much on the future instead of what is currently happening

e.g Martin Luther King Jr. - visionary due to his hopes/ideas for society

e.g Steve Jobs - Showed little appreciation and cruelty to his employees

affiliative

Affiliative leadership revolves around the idea of putting others first by promoting a positive and supportive work environment. Leaders, that take the affiliative approach, strive to prioritize emotional intelligence and collaboration in order to build a sense of belonging within a group or organization

effective

Affiliative leadership is effective in creating positive relationships among workers as it builds trust, loyalty, and security. When there is a mutual respect between leaders and team members, people are more productive and motivated, resulting in successful executions

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

example

Teachers are an example of affiliative leadership as they work toward creating a positive and welcoming environment for their students. They use collaboration and emotional intelligence to build trust and relationships. With affiliative leadership, teachers embrace good communication and motivate students with positive reinforcement and encouragement to ensure that students feel comfortable and connected

emergent

A business style where leaders are self-identified individuals that emerge into their position through decision-making abilities, achievement of goals, and colleague interaction

Team-Oriented: understand the importance of an effective team, encouraging, not “superior” to team

Self-Motivated: good self awareness + control, naturally motivated

Creative Thinker: frequently vocalize new ideas, unique perspective & solutions, risk takers

Influential: value team input → gain respect/support

Adaptable: manage change well, can change their level of involvement as leader/team member

effective

Employees are driven
Leader is focused on team development and goal achievement

Building Trust: employees feel understood & valued by the leader, as they are all from the same team Providing Opportunities: emergent leaders can grow within the organization in untraditional ways Improving collaboration and productivity

ineffective

Employees are not naturally compelled to be leaders

Decisions/goals need to be made & reached under specific guidelines (environment and employee assessment not a focus, more corporate led)

Emergent leader must make a decision that puts profit > employees (team may lose trust in leader)

POWER

Power is the ability to affect the behaviour of others

6 types of power

Legitimate Power – is granted through the organizational hierarchy

examples

a policeman can arrest a citizen

a boss can assign projects

Reward Power – is the power to give or withhold rewards

examples

parent incentivizes their child to finish their chores by offering a reward

A company has a policy of giving a free vacation to employees who achieve their sales goals

Coercive Power – the power to implement negative consequences for noncompliance (could include physical or emotional threats)

examples

Demoting a non-compliant
employee

bullies

Expert Power - is derived from information or expertise

examples

if only one member can speak French on a family trip to France

computer-tech specialists at work

Political Power - comes from the support of a group and networks of influence

example

The power to make laws

Referent Power - is based on identification with, imitation of, loyalty to, and charm of the leader

examples

a respected teacher
or boss

spiritual leaders

Power should be used to influence and control others for the common good rather than seeking to exercise control for personal satisfaction

difference between power and leadership

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

LEADERSHIP THEORIES

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 styles

theories

identify what makes successful leaders excel, how they evaluate options and why they make adjustments

Bigger picture: situation and people involved

styles

recurring patterns of behaviors exhibited by leaders

Specific to characteristics of one person

both deal with

Concern for the task to be accomplished.

Concern for the people doing the work

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

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

how able, willing and confident are the followers in performing the tasks?

leadership style

S1 telling

S2 selling

S3 participating

S4 delegating

readiness level

R1 incompetent and unwilling

R2 incompetent but willing

R3 competent but unwilling

R4 competent and willing

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

Authority decision

Consultative decision

Group decision

how to decide:

who has information/expertise? leader or followers

acceptance and commitment critical for implementation? yes or no

time pressure for decision making? high or low

Use authority-oriented decision methods when

Others are likely to accept and implement the decision.

Use group-oriented and participative decision methods when

Little or no time is available for discussion

The leader has greater expertise

The leader is confident and capable of acting alone

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

click to edit

referent power, reward power, legitimate power, expert power

legitimate power, coercive power, expert power

legitimate power, expert power

teams

Teamwork is the ability to work together towards a common vision

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 or group and 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 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

high performance

trust

creative conflict

commitment

accountability

attention to results

dysfunction

absence of trust

fear of conflict

lack of commitment

avoidance of accountability

inattention to results

positive team 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

groupthink:

hides reality by seeking agreement

inhibits from uncovering a better truth

makes people conform, not empowered to deviate

seeks approval instead of taking risks

Groupthink sets in when group members are more concerned with consensus (often due to rushing, need for pleasing other members, or lack of caring)

members try to minimize conflict and reach consensus without critically testing, analyzing, and evaluating ideas

Individual creativity, uniqueness, and independent thinking are lost

Groupthink is defined as a way of deliberating that group members use when their desire for unanimity overrides their motivation to assess all available plans of action