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Leardership - Coggle Diagram

- - - - Uncaring
        Lack Social emotions
        Easily frustrated or angered
        Irresponsible
        Insincere
        Overconfident
        Selfish
        Low tolerance for uncertainty and disruption
        Often react with frustration and violence
        Short term oriented
        Refuse to adapt behavior
    - - Uncaring for any stakeholder apart from the sharholders
        Feel no guilt when laying off workers due to cost cutting
        Uncritical overconfidence regarding the company's performance
        Short term orientation, focus on monthly targets
  - - - 1- Tension
        2- Rigidity
        3- Hostileness
        4- The need to control
        5- Competitiveness
    - - 1- Innovation
        2- Achievement drive
        3- Conscientiousness
    - - 1- Pevent isolation and independance
        2- Develop teamwork skills
        3- Communicate with care and consideration
        4- Listen to others
  - - - 1- Leadership fables and storytelling
        2- The modesty gap
        3- Authenticity
        4- The lying leader
        5- The loss of trust
        6- Leaders eat first
- - - - 7 - Alchimist
        
        Very aware of their actions. -Is deeply concerned with multi-faceted perspectives - Is aware of dark and light sides of their decisions - Sees re-emergence of internal patterns - Is happy to stand in the tension of opposites - Blends them into a meaningful whole - Involves themselves in extra-organisation levels of transformation - Is willing to challenge mythologies
    - - 5 - Individualistic
        
        Tries to understand emotions of others, seeks out creative work, interested by change and differences. Don't juge other people. Listen rather than directs and looks for patterns
        
        Become a Maverick and rejects norms. Suffer in action paralysis
      - 6 - Stategist
        
        On going action inquirey, highly values relationship and autonomy. Helps organisation quickly adapt. - Relates short term orientated nature, with a much longer-term overall development. - Is acutely aware of paradox - Very good at conflict resolution. - Very good at playing multiple roles
        
        Tempted by dark side of power
    - - 1 - Opportunist
        
        See world through Stereoptype, hostal humour. Trade on win win
      - 2 - Diplomat
        
        Conforms, avoid conflicts, seeks membershop status.
        
        Save face, Pre fabricated jokes an cliche
        
        Do their best to be on time
      - 3 - Expert
        
        Problem solving, Wants to be unique
        
        Perfectionist, efficiency over effectiveness.
        
        Values timely efficient effort
      - 4 - Achiever
        
        Long term vision, welcomes behavioral feedback, appreciates complexity and a system vision
  - - - 1 - Problems are embedded in complew interactive systems
      - 2 - Organisms adapt to envorinonmental changes
      - 3 - A service perspective
      - 4 - Pain and challenge
    - - 1 - Dissonance and conflict
      - 2 - Silence
      - 3 - Authority (the conductor) and interdependence (the instruments)
      - 4 - Emotions
    - - Measures how well he is able to mobilize the community to resolve problems
    - - 1- Misperceiving of the threat
      - 2- Inflexible nature
      - 3- Emotionality, cognition and personal failure to adapt
    - - Inquire about proposed actions (changes) instead of forcing a new vision
      - First person - Leader always inquire within himself
      - 2nd person - do collaborators understand and will execute the order
      - 3rd person - How the organization as a whole is structured and the way it measures its effectiveness
    - - Authority
        
        Works if solution of the problem is based on current know how
        
        Informal: How you authority is recognized because of personal characteristic
        
        Formal: Through title or position
      - People will follow authority if they get 3 services
        
        Order
        
        Authority
        
        orient people to current roles.
        
        Restore Order.
        
        Maintain norms
        
        Leadership
        
        Disorient current roles
        
        Expose conflict
        
        Challenge norms
        
        Protection
        
        Authority - Protect from external threats
        
        Leadership - Disclose external threats
        
        Direction
        
        Authority - Provide Problem definition and solution
        
        Leadership
        
        Identify the adaptive challenge
        
        Frame key questions & issues
    - - Categorization models
        
        Framework precedes data
      - Sense-making models
        
        Data precedes framework
        
        Building the framework
        
        Complicated domain SENSE - ANALYZE - RESPOND Good Ptactice
        
        Chaotic environment
        
        ACT , SENSE, RESPOND
        
        Novel Practice
        
        Complex domain
        
        PROBE - SENSE - RESPOND - Emergent Practice
        
        Simple
        
        Cause and effect relationships exists, are predictable and are repeatable. SENSE - CATEGORIZE - RESPOND Best practice