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