Org Leadership Exam 1

Leadership

is the process of influencing others towards a common vision

Design process

• understand: what the problem is

• imagine: solving the problem the best way

• implement: how to make it take effect

• iterate: backtrack as new info comes to light

Visual design principles

• sense of equilibrium

• focal point

• contrast

• repetition

• proportion

• unity

CORE

• confidence

• optimism

• resilience

• engagement

DEI

• diversity

• equity

• inclusion

design

the process of originating and developing a plan

mindfulness

awareness of internal state and external context

Power over vs. power with

Leadership as a transaction (you work for me) vs leadership as transformation (together)

dispositions

habits of the mind

Thinking habits

• user-centered

• explorative

• divergent

• multidisciplinary

• iterative

• integrative

Social capital

value through relationships

Human capital

value through knowledge, skills, experience, and dispositions

3 Ps

• purposeful

• present

• planning

Mental model

a picture in your head to help you understand and process things

Intersectionality

convergence of personal and social identities

Social identity

how people see you

psychological capital

positive psychological state

Targeted identities 

identities within target groups who are systematically exploited

Positionality

understanding your own identity and how this shapes your perspective and influences your interactions at work

crucible of leadership

difficult challenges that have the potential to transform your values and future capabilities 

Level 5 Leadership (J. Collins)

someone has a proficiency in leadership technical skills and humility

Level 1-4 Leadership (J. Collins)

someone is building skills and developing humility

Charisma

personal qualit

Credibility

being believed and doing what you say you are going to do

Agentic Identity

the capacity to act independently, proactively, and in a goal-driven manner

Personal identity

a person’s concept of who they are

3 Foundational Mindsets

1. growth mindset

2. process mindset

3. strength-based mindset

Growth mindset

Your belief that you can develop and acquire new abilities and are only limited by yourself

Process mindset

sees projects and challenges as a learning process

Strength-based mindset

building on strengths and emphasizing what you do best

Fixed mindset

You see your abilities as set traits, and have no chance for growth

Design thinking

An approach to problems that embodies a specific mindset that is

• explorative

• user-centered

• divergent

• multidisciplinary

• integrative

• iterative

A wicked problem

a problem that is difficult or impossible to solve; homelessness

Explorative

A mindset that assumes ambiguity and the inclination to ask questions

User-centered

A mindset that focuses on how the user and how they feel and experience a problem

Divergent

mindset of generating many, many ideas for a single problem

Multidisciplinary

mindset that engages many minds and pursues multiple areas of expertise

T-Shaped person

someone who a has a deep, specific knowledge in one area combined with the broad/general understanding of many other skills

Integrative

mindset of attending to and balancing multiple/contrasting variables and creating resolutions between them

Iterative

mindset of always seeing solutions in process; always assessing and improving them

Lean Mean Pattern Making Machine

central metaphor suggests that the brain prefers efficiency, continuously sorts information into patterns, and looks for ways to simplify and organize the world

Unconsciously incompetent

you are so clueless, you do not know how clueless you are

Consciously incompetent

you have a clue that you are clueless

Conscious competence

you know what you know and can do it

Unconscious competence

you are so skilled it becomes automatic

Perseverance

steady persistences in spite of unexpected delays

5 Es

1. exhibit empathy

2. engage in digital transformation and competence

3. empower organizational culture building

4. extend capacity with stretch assignments

5. enrich the leadership capacity of others

Culture

defined as shared values by group members/organization

Business values

synchronizing with cultural expectations; it is the way we do things around here

Societal-level culture

is often divided into smaller cultures that share values, beliefs, and customs, regardless of other organizational cultures

Humans compete with technology

how humans will continue to add value to the workplace as technology intervenes in almost every aspect

Disruption interrupts normalcy

Failing to put strategies in place to not only be prepared for catastrophic events can lead to severe repercussions

Great design is guided by 2 questions:

Why and for what?

The reflective work to find internal

“why” pursuits

The reflective work to find external

“for what” pursuits

Purpose

definition of your leadership: your why and what

The cycle of socialization

• the beginning

• first socialization

• institutional & cultural socialization

• enforcements

• results

• action

  • CORE

The mindset of life success

DO-HAVE-BE

DO

work hard as diligently as possible

WHAT

if you work hard, you will have lots of money or things you want

BE

if you work hard, you will have everything, and you will be happy

The beginning

born with the mechanics of bias, prejudice, history, and tradition already in place

1st socialization

people we love and trust shape our expectations, norms, and values

Institutional & cultural socialization

our 1st socialization is reinforced by messages from social structures and organizations on a subconscious level

Enforcements

social forces reward our conformity and punish our disobedience to the status quo

Results

cycle produces negative, cognitive, emotional, and social consequences to perpetuate future compliance by the next generation of citizens

Action

unquestioningly following society and ensuring the cycle continues or critical incidents can lead to individual and systematic changes

CORE

fear, ignorance, confusion, and insecurity

charisms

are skills/abilities that you love and feel natural

shadow experiences

difficult experiences that influence how and what you perceive in the world (especially in similar situations)

Seligman’s PERMA model of well-being

• prosperity

• belonging

• happiness

• fulfillment

• control

GPS: greater purpose statement

identifying your driving reason for leading; merges what you love, are good at, and what the world needs

Active purpose

• What are you good at?

• What do you love?

• What does the world need?

• What can you do that others value?

Simon Sinek

People do not buy “what” you do, they buy “why” you do it

State of flow

leaders where they are fully immersed, focused, and intrinsically motivated by their work

True North

describes an internal compass guiding leaders through life by their most deeply held beliefs, values, and principles

Positional leadership

formal authority granted by a job title to influence others

non-positional leadership

stems from personal influence, trust, and respect built through relationships, regardless of formal rank

Moral Principles

fundamental beliefs and values about what is right and wrong, serving as an inner compass to guide decisions and actions by groups, individuals, or societies

Personal values

deeply held principles and beliefs that act as a moral compass, guiding your decisions, actions, and priorities in life

Virtues

a continuum of traits behaviors or habits

Character

the moral qualities of an individual

Integrity

of strong moral character

Laws

rules developed by social institution that governs your correct behavior

Who developed the first deficiency/excess spectrum?

Aristotle

Virtue continuum (servant leadership)

is a scale that changes, and leaders’ have central morals to try to align with more followers’ morals and find a middle group for organization

Character

a person's distinctive set of moral qualities, principles, and underlying values that shape their behavior and decision-making

Code of Ethics

document that seeks to clarify right or wrong behavior in a profession or organization

Core Values

a firms’s mission and vision

Supplier standards

Workplace Code of Conduct

a business management concept where companies integrate social and environmental concerns into their operations to contribute to societal well-being

Corporate social responsibility

Decision Action Gap

What you should do vs. what you actually do

BASE model

• Begin with you (morals as a leader)

• Assess (gain clarity)

• Seek options (scenario planning)

• Evaluate (make choice)

Altruism

concern for the well-being of others, without care for one's own interests; unselfishness

Pragmatism

Not just one perspective is correct all the time

Individual decision maing

decisions for me; automatic

group/team decision

decision for group; complicated

Chapter 13 virtues was made by who

Ben Franklin

Team

shared goals; collective target