Leadership and Personal Development Final Exam Review

What is leadership?

Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.

"One who naturally emerges, focuses on people, and inspires people to change for the better"

"The art of influencing people to do something that they would not ordinarily have done without your influence or presence"

How is leadership different from management?

Both are needed, however management brings stability by planning, staffing, organizing, problem solving, etc. Leadership is about creating a vision for the future, aligning people, and motivating and inspiring. The skill set required also differs. Management required technical skills such as budgeting, HR, and delegation, whereas leadership abilities are broad capabilities.

Leaders

- Not necessarily assigned power, naturally emerge
- Focus on people
- Focus on changing for the better

Managers

- Formally assigned power
- Focus on policies and processes, things
- Focus on keeping the status quo

How do leaders learn (70:20:10 rule)?

70% of their knowledge is from challenging experiences and assignments, 20% from developmental relationships, and 10% from coursework and training.

Job assignment types

- Creating change
- High levels of responsibility
- Managing boundaries
- Managing Diversity
- Unfamiliar responsibilities

Creating Change

creating and facilitating change in the way business is conducted

High levels of responsiblity

lead initiatives that are highly important to the organization and entail multiple functions, groups, or products/services

Managing Boundaries

influence/manage people or processes for which one has no direct authority

Managing Diversity

lead people from different cultures, gender, or racial or ethnic backgrounds

Unfamiliar responsibilities

handling responsibilities that are new or very different from previous ones

What specific strategies can you use in reflection?

- Focus on a few critical issues
- Reflect in close temporal proximity to the action
- Follow a structured process
- Lead back to action quickly

What specific strategies can you use to build self-efficacy?

- Mastery experiences (small wins)
- Vicarious experiences (role models)
- Verbal persuasion (mentoring)
- Emotional and physiological states (stress management)

How is leader emergence different from leader effectiveness?

Emergence is perception of leadership (exhibits leaderlike influence), Effectiveness is quality of leadership (task and relational elements)

Leader Emergence

"The degree to which an individual with no formal status or authority is perceived by one or more team members as exhibiting leaderlike influence" (Hanna et al., 2021)

Leader Emergence: Perception of leadership

- Seem leader-like to others
- The idea that you're a leader, but not a formal position
- Traits are better predictors, happens before you see their behaviors

Leader Effectiveness

"Leadership effectiveness can relate to task performance, affective and relational criteria, or overall judgements of effectiveness that encompass both task and relational elements" (DeRue et al., 2011)

Leader Effectiveness: Quality of leadership

- Actually helping others with performance, lives, and well-being
- Having results
- All about behaviors

Leader Emergence: Predictors

Predictors: traits (agreeableness, conscientiousness, extraversion, self-efficacy, narcissism, creativity) > behaviors (self-promotion/self-monitoring, teamwork)

Leader Effectiveness: Predictors

Predictors: behaviors (task-oriented behavior, relationship-oriented behavior) > traits (conscientiousness, agreeableness, extraversion, openness to experience)

Trait theory

"Leaders are born"
- Intelligence
- Personality (Big Five)
- Physical Characteristics

Big Five

- Agreeableness
- Conscientiousness
- Extraversion
- Openness to Experience
- Emotional Stability
(The more you have of these the better leader you're going to be)

Behavioral Theory

"Leaders are made"
- Task-oriented behavior
- Relationship-oriented behavior
- Team-focused behavior
- Self-focused behavior

What are the main misconceptions (and realities) about leadership?

Authority, Formal Authority, Control, Managing One-On-One, Operation

Myth #1: Authority

Myth: You wield significant authority as a manager

Consequences:
- You try to make more changes than you have the authority to make
- You are bossier than you are able to be

Reality: Subject to organizational interdependencies

Myth #2: Formal Authority

Myth:
Believe power derives from formal power, creating rift between employees

Consequences:
Constantly displaying status differences rather than focusing on the team

Reality:
Need to build trust to have influence

Myth #3: Control

Myth:
Leaders need to establish compliance from subordinates

Consequences:
No commitment = no results, no culture, no effectiveness

Reality:
Compliance is a false victory, not the same as commitment

Myth #4: Managing One-On-One

Myth:
Build relationships with individuals on the team, not team as a whole

Consequences:
- Ignores team culture that is necessary for the performance
- Creates favorites

Reality:
Focus on team culture rather than on single relationships

Myth #5: Operation

Myth:
Leaders must make sure that things run smoothly, perfectly

Consequences:
Leads to micromanaging

Reality:
Should focus on initiating changes to enhance performance

Myths < Realities of Leadership

- Independence < Interdependence
- Title < Influence
- Compliance < Commitment
- One-on-One < Team
- Status Quo < Change

How do skill requirements change across hierarchical levels of leadership?

As responsibilities increase... Conceptual +, Person =, Technical -

What are the elements of the communication process?

Message -> Encoding -> Decoding -> Feedback

Two-way street: not just someone telling you a message, that person giving you feedback back (a cycle rather than a one-time thing)

When is it best to send an email vs. holding a meeting?

EPIC: Emotional, Purpose, Interpersonal, Complexity

Email

- Emotional: Emotionally neutral
- Purpose: Share information
- Interpersonal: Based on colleagues' preferences
- Complexity: Low Complexity

Meeting

- Emotional: Emotionally loaded
- Purpose: Collaborate
- Interpersonal: Based on colleagues' preferences
- Complexity: high complexity

What are the major challenges of remote communication and remote work fatigue, and what are their solutions?

- Remote communication challenges
- Remote work fatigue

Remote communication challenges

Less info sharing -> meet, don't email

Unintended interpretations -> set norms around communication

Remote work fatigue

Attention needed -> breaks, not early/late meetings

Fatiguing for newcomers -> allow mic/cam to be off

Why are networks important?

They add...
Balance
Purpose
Influence
Learning leadership skills (70:20:10 rule)
Expertise
Support

(BPILES)

What are the 6 types of good network ties?

- New information
- Powerful people
- Developmental feedback
- Support
- Sense of purpose
- Work/life balance

Good networker tie: New Information

Internal/external

Good networker tie: Powerful People

Mentoring, resources, push career (formal), support, relatable (informal)

Good networker tie: Developmental feedback

Pushes you to take risks, learn from experiences, internal/external

Good networker tie: Support

Help with bad day, allow people to be themselves

Good networker tie: Sense of purpose

Shows work has meaning

Good networker tie: Work/life balance

Make sure people take care of physical, spiritual, emotional well-being

What are the 6 types of bad networkers?

- Formalist
- Overloaded manager
- Disconnected expert
- Biased leader
- Superficial networker
- Chameleon

Bad Network Type: Formalist

Focuses too much on hierarchy, disrespects lower status people

Bad Network Type: Overloaded Manager

too large of a network, slows down work of connections, burnout

Bad Network Type: Disconnected Expert

no risk, no reward, missed opportunities

Bad Network Type: Biased Leader

focuses on people that are like them, same ideals, only see one side

Bad Network Type: Superficial Networker

think that bigger is better, rather have 4 quarters than 100 pennies

Bad Network Type: Chameleon

changes to fit the norm of the group, wind up feeling disconnected from every group

What are the 6 principles of persuasion?

reciprocity, scarcity, authority, consistency, liking, consensus

Liking

"You should follow me because (1) I care about you / (2) I'm like you"
- Friendliness -> Leader Emergence
- Recruiters hire people similar to themselves

Reciprocity

"If you follow me, I will support you"
- Campaign promises
- Leaders support followers with successful personality traits

Social Proof

- Desire to fit in, not draw attention to yourself
- Keeps us within our comfort zones
- Everyone else knows something you don't
- "You should follow me because everyone else is"

- Crosswalks & jaywalking
- Word-of-mouth > publicity, sponsorships, advertisements

Consistency

"You should follow me because I represent a cause you support"
- Written/verbal commitment
- Political "misfits" more likely to quit their organizations

Authority

"You should follow me because I'm an expert"
- Universities
- Job knowledge > job experience > education

Scarcity

"You should follow me before it's too late"
- COVID-19 & toilet paper
- SMART goals

Liking, Reciprocity subject

about the persuader/receiver relationship

Consistency subject

About the receiver

Authority subject

About the persuader

Social Proof, Scarcity subject

About the social context

What causes toxic leadership?

- Tolerance for it in the workplace
- Psychological power
- Drained emotional and cognitive resources

How can you prevent toxic leadership?

Set and enforce clear expectations:
What do you expect as a leader?

Think collaboration, not power: Try hard to establish a voice culture and make it clear that even though you're a leader, you do want to hear what they have to say and be on their level, Create a system to voice their concerns

Replenish your resources

Why is emotion regulation important for leaders?

Leader emotion spreads to the whole team, can lead to toxic leadership
- Leaders project their moods and emotions—whether positive or negative—onto their subordinates
- Left unchecked, negative emotions can lead to toxic leadership

Surface acting/suppression

Changing how you express emotions
- Modifying emotional displays without changing inner feelings ("painting on a good face")

Deep acting/reappraisal

Changing how you experience emotions
- Attempting to modify inner feelings to make emotional displays in accordance with display rules

Reappraisal

"Reassessing an emotional situation"

What strategies can you use for reappraisal?

Self-Awareness, Gratitude, Visualization, Stress Positivity, Talking to Someone, Practice

Self awareness

Recognize situations that trigger certain emotions
- What types of situations or people get you "worked up"

Understand your impulses
- What is your knee-jerk reaction to such situations or people?

Know how your emotions and impulses affect yourself and others
- How do your knee-jerk reactions affect yourself and other people?

Gratitude

- Despite what happened, what can you be grateful for?
- What's the silver lining?

Visualization

How can you use what happened to push you closer to your ideal self?

Talking to someone

Self explanatory

Practice

learn by repetition

Zooming in

- Looking at every detail
- Micromanaging
- Making decisions based on relationships, instinct
- Selfishness

Zooming out

- Focused on big picture
- See multiple possible outcomes
- Looking at things too broadly, can overlook details

What is the cycle of strategic thinking?

Identifying priorities -> investing in priorities -> aligning with priorities -> evaluating priorities

What is the golden circle?

Golden circle: Why -> How -> What

Vision

Where will we be tomorrow? Why
- "Looks forward and creates a mental image of the ideal state that the organization wishes to achieve...is inspirational and aspirational and should challenge employees"

Mission

Where are we today? What
- "The organization's reason for existence...the organization's purpose and its overall intention...supports the vision and serves to communicate purpose and direction"

Strategy

How do we get from the mission to vision? How

How do you effectively create a vision?

Determine ultimate aspirations, focus on one aspiration, shift aspiration to a concrete objective

How do you encourage followers to connect their daily work to a broader vision?

Break the vision down into milestones, help followers connect daily tasks to milestones, have followers interact with beneficiaries

What is charisma?

"The ability to communicate a clear, visionary, and inspirational message that motivates and captivates an audience"

What are the 12 charismatic leadership traits?

- Metaphors, similes and analogies
- Stories and anecdotes
- Contrasts
- Rhetorical questions
- Three-part lists
- Expressions of moral conviction
- Reflections of group sentiments
- Setting of high goals
- Confidence that goals can be achieved
- Animated voice
- Facial expressions
- Gestures

Metaphors, similes and analogies

Giving black citizens a "bad check: with "insufficient funds" from "I have a dream" speech: Message crystal clear and easy to retain

Stories and anecdotes

More engaging, connect with the speaker: "When I was younger..", "This reminds me of..."

Contrasts

Combine reason and passion; they clarify your position by pitting it against the opposite: "Ask not what your country can do for you - ask what you can do for your country"

Rhetorical questions

Encourage engagement: can have an obvious answer or pose a puzzle to be answered later

Three-part lists

Key takeaways: most people remember three

Expressions of moral conviction

Attaching moral significance to the problem: "The children we are supposed to be feeding go to bed one more night with an empty belly"

Reflections of group sentiments

Connecting group values to point trying to prove: credibility, identify and align themselves with you

Setting of high goals

Demonstrate passion - inspire it in others

Confidence that goals can be achieved

Self explanatory

Animated voice

Vary volume, whispering or crescendo to hammer home a point, emotion through voice, pauses

Facial expressions

facial gestures that convey emotions and attitudes

Gestures

motions of a speaker's hands or arms during a speech: convey confidence, power, and certitude: waving hand, pointing, pounding

What is burnout?

"You can go until you feel like you can't go anymore, and then you keep going"
- Physical and emotional exhaustion
- Something that you were once passionate about but is now a chore

What causes burnout?
- Midterms
- Balancing work, family, and school