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Leadership & Navigation - Coggle Diagram

- - - - Five ascending levels: Physiological → Safety → Belonging → Esteem → Self-Actualization.
      - :warning: Lower needs must be relatively satisfied before higher needs can motivate.
      - :check: No need is ever fully satisfied—lower needs always influence behavior.
    - - Intrinsic factors: Recognition, challenging work (motivate).
      - Extrinsic factors: Pay, conditions (prevent dissatisfaction).
      - :warning: Satisfactory hygiene removes dissatisfaction but doesn’t create motivation.
    - - Three motivators: Achievement, Affiliation, Power.
      - People have all three, but one is dominant.
      - :check: Tailor leadership approaches to the dominant need.
    - - Motivators include:
        
        Competence, Relatedness (like McClelland)
        
        Autonomy: Control over one’s life.
        
        Purpose: Meaning beyond work.
  - - - Expectancy: Belief that effort leads to success.
      - Instrumentality: Success leads to rewards.
      - Valence: Value of the reward.
  - - - Internal factors: Skills, effort (can be improved).
      - External factors: Market, resources (less controllable).
  - - - Specific and clear
      - Important and realistic
      - Challenging but achievable
  - - - Inputs: Skills, effort, experience.
      - Outputs: Pay, promotions, recognition.
  - - - Reinforced through coaching, performance reviews, and hiring practices.
      - :check: Growth mindset promotes resilience, innovation, and engagement.
- - - - Employee decision-making capacity.
      - Sense of responsibility and shared values.
      - Motivation and standards.
    - - Team needs.
      - Organizational culture.
      - Situational context.
  - - - :warning: Lacks evidence; discourages development.
    - - Blake-Mouton Grid:
        
        Team leaders = high task + high relationship.
        
        Other types (Country Club, Authoritarian, Impoverished) less effective.
    - - (Hersey-Blanchard): Match behavior to team member's development:
        
        Telling → Selling → Participating → Delegating
      - Fiedler’s Contingency Theory:
        
        Success = strong relations + structured tasks + leader power.
        
        :warning: Change the situation to improve outcomes.
      - Path-Goal Theory:
        
        Leader matches style to employee need:
        
        Directive, Supportive, Achievement, Participative
    - - Leader arises naturally from group dynamics.
  - - - Rule-based, reward/punishment.
      - Effective for routine tasks; stifles creativity.
    - - Inspires change, empowers teams, leads by example.
      - Focus on innovation, mentorship, and autonomy.
      - :check: Great for dynamic environments.
    - - Leaders select some employees to builds strong bonds & mentor; risks creating in-/out-groups.
    - - Focus on serving others, trust, empathy.
      - Encourages innovation, but resource-intensive.
- - - - Reporting lines and hierarchy.
      - Decision-making process: levels of approval, key influencers.
      - Funding process: budget cycles vs. special funding.
      - Mission, values, strategy: align proposals with organizational goals.
      - External/internal events: past failures or market changes affect risk tolerance.
  - - - Organizational culture (values in action, accepted behaviors).
      - Social networks and influence circles.
      - Communication patterns (e.g., informal meetings, texts).
      - Reaction to challenges and change (blame, praise, adaptability).
      - Behavioral clues: What ideas are accepted? Who gets rewarded?
  - - - Help refine proposals.
      - Provide historical or political context.
      - Bridge access to decision makers.
    - - Internal HR team members with institutional knowledge.
      - Functional leaders with aligned goals or insights.
      - External stakeholders (e.g., customers who benefit from initiatives).
- - - - Leadership & Navigation
      - Relationship Management
  - - - Persistence
      - Emotional intelligence
      - Professional diplomacy
  - - - Based on position/title.
      - Effective: when quick decisions are needed.
      - Limitation: lacks influence if not backed by competence.
      - :check:
    - - Based on access to meaningful incentives.
      - Effective: when motivators are aligned.
      - Limitation: ineffective if leader lacks reward control.
    - - Based on recognized knowledge/skill.
      - Effective: builds respect, provides guidance.
      - Limitation: can breed dependency; weak if leader lacks team skills.
    - - Based on personal appeal or charisma.
      - Effective: fulfills need for affiliation.
      - Limitation: undermined if leader is seen as unfair or incompetent.
    - - Based on threat or punishment.
      - Effective: for urgent/immediate results.
      - Limitation: damages long-term motivation and trust.
      - :check:
  - - - Most powerful and sustainable.
      - Logical explanation with data/examples.
      - Align with other’s needs for mutual gain.
      - :check:
    - - Effective in absence of data.
      - Use organizational values or vision for alignment.
    - - Offer something in return.
      - Use expertise or support to gain needed action.
    - - Adapt based on situation or stakeholder’s style.
      - Emotional appeals for people resistant to logic.
      - Indirect methods for political sensitivity.
  - - - Understand their influence style.
      - Assess others’ motivations and flex communication accordingly.
      - Balance formal authority with relational skills and empathy.