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Org 2 - Coggle Diagram

- - - - Traits are better are predicting leader emergence than leader effectiveness
  - - - Transformational vs Transactional vs Laisser-faire leaders
      - 4 tools of transformational leadership
        
        Charisma
        
        Inspirational motivation
        
        Intellectual Stimulation
        
        Individualized consideration
      - 3 tools of transactional leadership
        
        Continget reward
        
        Active management
        
        Passibe management
      - 1 tool of Laisser-faire
        
        Avoid responsibility
    - - Charismatic
      - task-oriented,
      - Relationship-oriented
      - ethical leadership behaviors
  - - - Poor differentiation between the tools
      - self-fulfilling prophecy
      - Too many pet theories of leadership
        
        (servant, authentic, ethical, abusive)!
      - Construct proliferation, no true difference between theories
      - Nuisance both Transformational and Transactional are needed
  - - - Task-oriented is best with very favorable or very unfavorable relationships
      - Relationship- oriented is best when in the middle
    - - leaders can use one of four behaviors depending on their followers’ development
    - - Lead to decision making depend on the severity of the situation
      - Autocratic
      - Consultative
      - Consensus
  - - - Leadership ability = Quality of the relationship between leaders and followers
      - I.e. the very goal of leadership is defined as the quality
    - - Leadership ability = How followers react and accept the leader
      - Implicit leadership theories” (ILTs)
  - - - charismatic/values-based
      - Team-oriented
      - Participative
      - Humane-oriented
      - Autonomous
      - self-protective
    - - Different cultures have different implicit leadership theory
  - - - Easiest
      - The most prone to bias
      - Self-report
    - - Harder
      - A lot of measure and coding
      - Other-report
    - - Hardest
      - Hard to measure what is the ‘situation’
  - - - Leader development focuses on individual growth and skill acquisition
      - LeaderSHIp development focuses on collective growth as a group/team
    - - Motivation to lead
      - Individual differences
      - Time
      - Experience
      - Zone of proximal development
- - - - Job analysis required
  - - - Vs challenge stressor
    - - Outcome of hindrance stressors
    - - stressors lead to strain when there is limited control, but doesn’t when there is high control
      - Interaction
    - - Bullying
      - Organizational Politics
    - - Work load telepressure: remote working stressor
      - Challenge: expected to be on all all time
      - Solution: scheduled email
    - - More control over aspect of one’s job
      - Task
        
        changing the scope or type of tasks
      - Relational:
        
        changing the people you interact with
      - Cognitive crafting:
        
        changing the way you mentally frame your work
      - Pro
        
        More autonomy
        
        Could result in more resource
      - Con
        
        Going beyond the scope of the job analysis
        
        (no need for craft for a mundane factory job)
        
        Extra work for the employee
    - - Break during the job
        
        Breaks
        
        Microbreaks (Pomodoro)
        
        Lunch breaks
      - Break not during the job
        
        Scheduled break
        
        Summer Friday (Tainva)
        
        Required week off per quarter
        
        Break culture
  - - - segmentation
      - integration
      - compensation (one matters much more than the other)
    - - Flexible work
      - 4-day work week
      - Results-only work environment
        
        Only paid for results, even if you work less or work from home
      - Reduced-load work arrangement
      - childcare + Parental leave policies
      - Onsite/subsidized benefits
        
        (meal, laundry etc )
      - Employee assistance programs
        
        Insurance beyond just healthcare
    - - Supportive supervisor
      - Training supervisor for culture
    - - Work-Life Balance is highly dependent on the nature of the job
      - If it is blue collar work, it is very difficult to result-driven, or work-from-home
- - - - a collection of individuals who interact with each other to achieve common goals
    - - small number of people
      - Complementary skills
      - Committed to a goal
      - Mutually accountable
      - a particular type of group that is a cohesive coalition of people working together to achieve mutual goals
  - - - Mind mapping
      - Round robin
      - Brainwriting
      - Role-storming
      - Reverse brainstorming
      - Visual matrix
      - Classic brainstorming
    - - Meetings usually benefit from having a designated facilitator, which should keep track of goal and outcome and agenda
    - - Benefits
        
        Reducing cognitive load
        
        More efficient
        
        Filling in skills gaps
        
        Processing data
      - Challenge still applies
        
        Role clarify
        
        Trust
        
        Communication
      - Key issues
        
        Regression to the mean/averaging
        
        Ethics and fairness
        
        Data ethics
        
        Psychological safety
        
        Defer vs override
    - - Studying team data are nested data
        
        Simpson’s Paradox
        
        The overall (global) finding is the opposite direction of group- level finding
        
        Without accounting for within-group variability, the overall effect can seem to be positive, BUT the summed group-effect can be negative
        
        Solution is MLM
  - - - Forming
      - Storming
      - Norming
      - Performing
      - Adjourning
    - - Characterization of performance
      - communication expectations
      - decision making
      - Roles and leadership
      - Values and goals
    - - FIrst meeting
      - Initial Equilibrium
      - Crisis/Punctuation/Mid Points/Events
      - Transition phases
      - New Equilibrium
    - - Input
        
        Ability
        
        Role
        
        Personality
        
        Size
        
        Context
        
        Diveristy
      - Process
        
        Emergent State:
        
        Cohesion
        
        Psychology safety
        
        Collective Efficacy and Entitativity
        
        Team mental model
        
        Interdependence relation
        
        Sequential vs pool
      - Output
        
        Process gain
        
        Process loss
        
        Proximal GOal
        
        Distal goal
        
        Useful to remind the team as that shift focus away from self
  - - - Former is better than latter
    - - common information effect
  - - - Diversity
      - Equity
      - Inclusion
    - - Deep Diversity framework
        
        Moral Foundations Theory (Haidt!)
        
        Hofstede’s Cultural Values Theory
        
        Cultural tightness-looseness
        
        High vs. low context communications
- - - - Matrix departmentalization
  - - - Artifacts—are visible, tangible aspects of organizational culture
      - Values—are shared principles, standards, and goals
      - Assumptions—reflect beliefs about human nature and reality
    - - Mission Statement
      - Stores and Anecdotes
      - Layout
      - Formal rules and policies
      - Ritual and practices
    - - Founder
      - Current demand in the industry (i.e. Southwest)
      - Historical demand of the industry (i.e. Insurance vs Tech)
    - - Onboarding
      - What gets rewarded
      - What is leadership like
    - - Attraction
      - Selection
      - Attrition
  - - - Development is change for the better
    - - Active resistance
      - Passive resistance
      - Compliance
      - Support
    - - Disruption of habits
      - Personality and individual differences (including cultural values)
      - Emotions (uncertainty and failure)
      - Perceived loss of power
    - - Unfreeze/make people ready for change
      - Execute the change
      - Refreeze/stability the change
  - - - Descriptive: explaining how they are structured and how they work
      - Prescriptive: indicating how they should operate to be successful
        
        Prescriptive is hard as it is very difficult to do experiments!
    - - Theory X vs. Theory Y of management (
      - Open System Theory of organizations as a complex interplay between 10 different characteristics
      - Sociotechnical Systems Theory: people and technology should be optimized for fit
- - - - Distributive (fixed pie)
      - Integrative (flexible pie)c
    - - BATNA is your backup when negotiation fails
      - A strong BATNA improves your bargaining position and allows you to negotiate for more favorable terms
      - A weak BATNA makes it difficult to walk away and can decrease your negotiation power if the other party is aware
      - Know your BATNA, and try to know your opponent’s BATNA
    - - The least favorable point at which you will accept a deal (the lowest offer)
    - - The range in which a deal that satisfies both parties can take place
      - Exists if there is overlap between the two reservation points
- - - - Legitimate
      - Reward
      - Coercive
      - Expert
      - Referent/charismatic
  - - - Liking
      - Reciprocity
      - social proof
      - Authority
      - Consistency
      - Scarcity
    - - Resistance
      - Compliance
      - Engagement